Intellectual Property— A Strategic Vision for Flexibility by LISA P. SMITH
U.S. Army Spc. Cooper Mayhall, assigned to the 3rd Battalion, 8th Cavalry Regiment, NATO Forward Land Forces Battle Group-Poland, moves to cover during a joint training exercise with the British Army, at Bemowo Piskie Training Area, Poland, March 17, 2026. U.S. forces in Europe conduct routine training in Poland to enhance interoperability with NATO allies, maintain readiness along the alliance’s eastern flank, and employ modern tactics and equipment to innovate battlefield operations. Source: U.S. Army Reserve photo by Sgt. Ronald D. Bell This image was cropped to show detail and edited using multiple filters plus dodging and burning techniques.
In an era of rapid technological advancements and emerging threats from peer adversaries, the latest National Defense Strategy (NDS) underscores the critical need for a robust and adaptable Joint Force. As the Deputy Assistant Secretary
essential to ensuring operational flex - ibility, maintaining a decisive advan- tage in contested environments, and managing a sustainable global enter- prise. As we take a fresh look at our best practices, we have identified ob - taining intellectual property (IP) and license rights as an area of critical im- portance to the department’s ability to sustain our assets across their life cycle anywhere in the world. A Call for Strategic Foresight and Flexibility The strategic decisions made at the outset of procuring key military
assets with extended life cycles— whether they involve carriers, de- stroyers, bombers, tanks, helicopters, or satellite systems—have long-last - ing effects on national security. These capabilities, which are inte- gral to national security, are not just purchased; they typically are oper- ated and sustained over remarkably long lifespans, often exceeding 40 years. The longevity of warfighting platforms means that they will un- dergo multiple generations of tech- nological and strategic shifts. As these platforms and sustainment capabili- ties evolve, the department must
of War for Product Support, I have been committed to focusing the de- partment on life cycle sustainment and product support management. The ongoing conflicts across the globe serve as a stark reminder of the vital role of innovative and agile logistics and sustainment strategies driving the Department of War (DoW) to reassess our approach to acqui- sition of weapon systems and life cycle sustainment. In doing so, we start from the foun- dational principle that advance plan- ning during the acquisition process is
22 DEFENSE ACQUISITION MAGAZINE | MARCH – APRIL 2026
Made with FlippingBook - Online Brochure Maker