The document discusses how industry partnerships can support expeditionary training through virtual and augmented reality technologies. It notes that training must provide realistic and immersive environments while also being deployable. It identifies constraints like cultural responses to simulation and technical limits, and argues that partnerships require shared objectives and outcomes. The document advocates involving industry in all aspects of training strategy design to maximize the use of technologies and provide location-agnostic, cross-platform solutions.

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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