I t is widely acknowledged that the technological ad- vances of U.S. adversaries make DoD’s digital trans- formation a vital imperative. But cultural norms and common misconceptions can still hinder the process.
In my experience, areas of insti- tutional resistance can be addressed and resolved by a well-planned series of measures. I faced these challenges when tasked with building the Inte- grated Operations Networking (ION) program within the Space Systems Command (SSC). ION tackles some of the most complex U.S. Space Force (USSF) data networking challenges, requir- ing not just technical expertise but a fundamental rethinking of teamwork, communication, and problem-solving. Standing up ION meant building a fully digital program from the ground up, starting with a team of one—myself. This experience provided a unique op- portunity to put digital transformation principles into practice, confront sta- sis and resistance head-on, and learn valuable lessons along the way. Practical strategies and real-world examples from my time in the ION program might provide a roadmap for successful and sustainable digital transformation across the defense sector. The lessons learned from ION offer valuable insights not just for defense program managers but for anyone seeking to drive meaningful change within their organization. A Foundation for High-performing Change Transforming an organization steeped in tradition requires more than just new technology; it demands a team united by a shared vision, equipped with the right skills, and empowered to embrace new ways of working. This was true of my experi- ence in standing up the ION program. Transitioning from a conceptual focus on digital transformation to one demanding immediate execution, with limited initial staffing, was one of my significant challenges. Building a high-performing team from scratch,
while simultaneously tackling com- plex data networking challenges, be- came the immediate priority. Drawing on Lessons Learned Multiple past surges in digital transformations provided valuable insights for moving ION ahead. The following steps provided a blueprint for building the ION team while em- phasizing the importance of collabo- ration, agility, and shared ownership. • Embracing modern tools. From the outset, the team adopted col- laborative platforms like Jira and Confluence, moving away from static PowerPoint decks toward a more dynamic and accessible single source. This shift minimized email clutter, fostered real-time collaboration, and ensured that everyone had access to the most up-to-date information. • Prioritizing strategic skills. Rec- ognizing the critical need for spe- cialized expertise, recruitment focused on individuals with back- grounds in Model-Based Systems Engineering (MBSE), modeling, and cybersecurity. These skills proved essential not only for ad- dressing immediate technical challenges but also establishing a foundation for a more robust and adaptable digital infrastructure. • Streamlining communication and workflow. To maximize efficiency, the team embraced asynchronous communication through platforms like MS Teams, reserving synchro- nous meetings for strategic discus- sions and essential updates. This allowed for focused individual work while maintaining transpar- ency and accountability. • Empowering through intent. Ra- ther than dictate solutions, our lead- ership prioritized communicating
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