UKDSC Narrated Slideshow 2016

2. Introduction
Operating impartially in the pre-competitive space allows an
excellent opportunity for open customer engagement and for UK
industry to collaborate and innovate effectively.

3. The Challenging Environment, Implications & Value
Proposition
Customer challenges are becoming more complex and more
urgent, and solutions must be more capable, more flexible, more
futureproof and available more quickly.

4. UKDSC Vision
VISION
To be recognised as a
trusted and impartial centre
of defence expertise in the
pre-competitive phase,
displaying innovation to
help shape and satisfy
customers’ defence needs
and to promote the
development of UK
defence industrial
capability.

5. UKDSC Mission
MISSION
To strengthen the defence
sectors’ performance in
export, contributing to the
security and the prosperity
of our customers and the
UK.

6. Strategic Aims, Actions and Enablers
FOCUS ON THE CUSTOMER DEVELOP UK CAPABILITY IMPROVE VALUE OF
INVESTMENT
UKDSC STRATEGIC AIMS
STRATEGIC ACTIONS

7. Strategic Action 1 – Focus on the Customer
The UK wants enduring and strategic relationships with customers,
focused on their needs. Success will not only capture and address
their needs but also deliver proactive engagements and
compelling, timely, realistic and high quality solutions.
FOCUS ON THE CUSTOMER DEVELOP UK CAPABILITY IMPROVE VALUE OF
INVESTMENT
UKDSC STRATEGIC AIMS
STRATEGIC ACTIONS

8. Strategic Action 1 – Focus on the Customer
Working closely with UKTI
DSO to align government and
industry to develop strategic
relationships with our
customers, focussed on their
needs.
Determining compelling
propositions, promoting
collaboration, and advocating
leading edge UK solutions,
whilst considering potential
synergies with UK MOD.
FOCUS ON THE CUSTOMER DEVELOP UK CAPABILITY IMPROVE VALUE OF
INVESTMENT
UKDSC STRATEGIC AIMS
STRATEGIC ACTIONS

9. Strategic Action 2 – Develop UK Capability
The UKDSC pulls through innovative capabilities and technologies
from the UK value chain, stimulating innovation and collaboration,
and delivering successful interventions.
FOCUS ON THE CUSTOMER DEVELOP UK CAPABILITY IMPROVE VALUE OF
INVESTMENT
UKDSC STRATEGIC AIMS
STRATEGIC ACTIONS

10. Strategic Action 2 – Develop UK Capability
FOCUS ON THE CUSTOMER DEVELOP UK CAPABILITY IMPROVE VALUE OF
INVESTMENT
Exploring UK capabilities,
technologies and their future
maturation plans to
understand UK’s strengths and
weaknesses and potential
differentiators in the export
market.
Identifying ‘interventions’ and
overseeing development to
maximise the impact of export
success, stimulating
innovation and facilitating
collaboration.
UKDSC STRATEGIC AIMS
STRATEGIC ACTIONS

11. Strategic Action 3 – Improve Value of Investment
Facilitating new and innovative investments in UK technology,
optimising creative funding models and aligned investment.
FOCUS ON THE CUSTOMER DEVELOP UK CAPABILITY IMPROVE VALUE OF
INVESTMENT
UKDSC STRATEGIC AIMS
STRATEGIC ACTIONS

12. Strategic Action 3 – Improve Value of Investment
FOCUS ON THE CUSTOMER DEVELOP UK CAPABILITY IMPROVE VALUE OF
INVESTMENT
Facilitating new investment in
defence technology and
services through novel funding
constructs including private
equity and encouraging wide
participation.
Optimising investment through
targeted funding models and
aligned investments which
improves efficiency and
maximises returns.
UKDSC STRATEGIC AIMS
STRATEGIC ACTIONS

13. The Affordability Challenge
Obsolescence
problems due to
extended programme
length
Complex
procurement system
Solutionised
specifications/
proprietary
architectures
Limits innovation in
the supply
chain
Quickly
changing
adversary
(using
commercial
technology)
Changing
requirements
through the
procurement
process
Technically
challenging, high-
risk programmes
‘Edge-of-the-
envelope’
performance
requirements
Vicious circle of
spiralling costs and
delays results in fewer
capable (but
expensive) platforms.

14. The Affordability Challenge
Open architectures
Module designs
tailorable to allow
easy upgrades &
export variants
Wider scope
of technologies &
services developed
quicker & cheaper
Open innovation/
disruptive
technologies
Increase
potential
sales,
spreading
fixed costs &
increasing
attractiveness
to investors
Considering
wider export
market
Trading
specs and
standards
Aiming for
adaptable,
cheaper and
more platforms –
with ‘most-of-
envelope’
coverage
Reversing the spiral to
produce accelerated
programmes with
better technology feed
and more investment.

15. Moving Forward
As defence products and services are increasingly challenged in
the highly competitive global market place, the UKDSC is making a
step change in how UK industry engages with export customers,
develops its capability, and exploits funding for research and
development activities.

16. Thank you