RUSI LWC 2017 Session Eight: Dr Alex Alderson

1. TRAINING UNCONSTRAINED?
Alex Alderson, Saab Technologies UK
A View from Industry

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INTRODUCTION
“How can partnership with industry support expeditionary
training and unlock innovation via virtual reality,
augmented reality, synthetic training and multi-domain
battle lanes?”
• Links
‒ Collective Training Sustainment,
‒ Collective Training Review
‒ DOTC(L)

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POINTS TO COVER
• CGS’s training points
• Constraints
• Partnership
• Army Training Strategy design
• Roles in training delivery
• Commercial adaptation

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CGS’S TRAINING POINTS
Point Observation
Training is surrogate warfare It requires a realistic immersive training
environment
Training delivers fighting spirit Virtual domain has its limits
It provides a laboratory for
Capability and Force Development
Rapid, responsive, and accurate feedback
based on objective, high fidelity data
Training has a deterrence and
reassurance effect
Training systems must be deployable and
interoperable with allies

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CONSTRAINTS?
Constraint Observation
Historical/Cultural Conditioned response to simulation’s role in
training
Doctrinal “Train as you fight”
Procedural Plan, Refine, Execute, Evaluate
Organisational • Multitude of entities
• Collective/Individual division
• Mounted and dismounted platforms
Technical • There are limits to what you have
• Emerging technology carries risk
Commercial Tension between managing risk and making
technical developments

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PARTNERSHIP
• Shared ethos
• Bound together by trust
• Equality in the relationship
• Shared objectives
• Shared outcomes
• Shared risk

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ARMY TRAINING STRATEGY DESIGN
• Get Industry involved in Training Strategy
‒ Planning
‒ Designing
‒ Delivering
‒ Evaluating
‒ Exploiting
• Why? Maximising use of current technology
• Look for solutions that are agnostic to location and
force mix
• Use solutions that cross the Collective/Individual
training divide

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ROLES IN TRAINING DELIVERY

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COMMERCIALADAPTATION
• Understand the incentives
‒ Military
‒ Industry
• The Challenge: continue to buy
technology or buy training services?
‒ Method: the Morpheus approach
‒ Exemplar: the “TES in Kenya” model
Innovation
RiskAgility

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WRAP UP
• Work on removing the constraints
• Continue to develop your ideas of ‘partnership’
• Involve Industry in Training Strategy design
• Make greater use of industry in training design, delivery
and evaluation
• Shift to service-based training delivery
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