validated requirement, nor were we able to guarantee results. We simply recognized the rapid development of a powerful industrial capability, and we set out to explore its utility. After all, leveraging nongovernment satel- lites for direct military benefit was a new–new idea, and it faced significant criticism. In other words, the “system” pushed back hard against this idea that went against the status quo. To date, through our Service com- ponent to AFRICOM—the Combatant Command responsible for the African continent—the TacSRT program has provided more than 50 products that positively influenced operations on the ground. It analyzed suspicious ac- tivities by violent extremists along the border of Rwanda and the Democratic Republic of Congo. It offered visual insights to the U.S. Defense Attache Office in Kenya to support humani- tarian assistance and disaster relief during major flooding in May 2024. Most critically of all, it supported U.S. forces as they completed their with- drawal from Air Base 201 in Niger last August. Through TacSRT, the Space Force maintained overwatch of every- thing within 5 kilometers of the base, enabling force protection from space for the first time. TacSRT is a simple system that works. Now, we are expanding horizon- tally. More Combatant Commands are asking for TacSRT support, and we are determining how to scale the pro- gram to support them. We have taken a new–new idea, proved the system can accommodate it, and are making the machine work for us. It is an ini- tial step toward a new world of hybrid space operations, leveraging military and commercial assets for battlefield effect and creating a direct pipeline from industry to Warfighter. This is real innovation, and it is the kind of thing we are continuing to drive in the Space Force. Innovation has never been more critical to government, and it is vitally important for government leaders to determine how to harness it. We do not yet have the structure, policies,
Gen. B. Chance Saltzman, Chief of Space Operations, United States Space Force, briefs the AY 25 class of the Air War College at Maxwell Air Force Base, Ala., Sept. 27, 2024. Gen. Saltzman spoke on the strategic environment of space. Source: U.S. Air Force photo by Trey Ward
or culture required to innovate within the bureaucracy, but we can partner with those who can do what we can- not. In the process, we have to be clear about what is innovation and what is not: what is new–new rather than just new–old. When we iden- tify a promising new technology, we must work within the system to intro- duce and scale new–new ideas with- out triggering institutional barriers. Governments may not be designed for innovation, but they absolutely must lead innovation to thrive in an accelerating world. Whenever a national interest is found, competition, crisis, and conflict are sure to follow. As the backbone of both our national security and our prosperity, space has emerged as a critical U.S. interest, and our adversar- ies are ready and willing to challenge us for it. To preserve our strategic advantage, we must operationalize new ideas, new technologies, and new ways of doing business. If we are not leading the wave of innova- tion in space, we will be left to drift in its wake.
SALTZMAN is chief of Space Operations for the United States Space Force, responsible for the organization, training, and equipping of U.S. space forces. Commissioned into the Air Force in 1991, Saltzman commanded at the squadron, group, and wing levels. In 2020, he transferred to the Space Force, where he re- mains committed to ensuring Guardians have the tools they need to secure U.S. interests in, from, and to space. Reproduction or reposting of articles from Defense Acquisition magazine should credit the authors and the magazine.
DAU Resources • EXE 4050V Leading Change to Drive Innovative Culture • Innovate to Win Playbook (For leaders and supervisors) • Unveiling the Catalysts of Innovation: Incentives for Innovation Adoption in DoD (Webinar)
18 | DEFENSE ACQUISITION | March-April 2025
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