This is a presentation delivered by Mr John Taylor, at the RUSI Defence Information Superiority Conference 2013.

1. The ICT Transformation
Challenge for a Transformed
MOD
John Taylor
Chief Information Officer
1

2. The Defence Information Vision
Agile exploitation of our information
capabilities to improve effectiveness
and efficiency on operations and in
support areas through access to, and
sharing of timely, accurate and trusted
information.
MODIS 2011

3. ICT is Central to MOD Missions

4. The Current Defence ICT Environment
ICT is constraining Operational and Corporate activity
• Lack of flexibility to meet user demands.
• Slow introduction and adoption of new technology.
• Limited interoperability and opportunities for collaboration.
Budgets are significantly reduced
• Existing programme and project budgets have been continually and significantly reduced.
• Forcing a focus on rationalisation and continuity of service.
Uncertain and changing environment
• Fractured ICT ownership with limited governance.
• Transition risk resulting from the Cabinet Office direction to move from large prime to
smaller multi-vendor services.
• ICT suitably qualified and experienced resources, and rapid market innovation.
• Increased Cyber Security threat.

5. Wider ICT Environment
• Social Media
• Engagement
• Productivity
• Cloud and Crowd Sourcing
• IP Telephony – Ubiquitous Connectivity
• Cost Reduction
• Big Data
• Mobility
• Consumerisation

6. MOD’s response - Information Operating Model
• Defence wide Information Strategy and Policy
• Defence wide Information Coherence (CTO)
• Defence Wide Information Risk and Assurance
• Delivery Sponsorship accountability for common
Defence projects (e.g. Crypto, DCNS, DII)
• Delivery Sponsorship accountability for Corporate and
X Govt projects (e.g. CSSCP)
Functions
• 2 Star CIO reporting to DG T and CS
• One 1 star post being established for each
function (above)
• CTO Post set up as a dual report between
CIO and JFC
Org
CIO
• CDI is DA for C4ISR on behalf of Com JFC
• There are 3 key 1 star roles which comprise the
Defence Authority for C4ISR, each reporting to
different 2 stars (Dir Cap, CIO, DCI3)
- HOC C4ISR (capability planning and sub-portfolio
management)
- CTO (C4ISR coherence)
- C4ISR Joint User
JFC – Defence Authority for C4ISR
• Capability Planning
• Capability Sub Portfolio Management
• C4ISR coherence
• Develop and Operate
• Joint User for C4ISR
ISS & ISTAR: Information Systems Acquisition and Operations
FLCs/TLBs: Capability Delivery, Integration and Generation (via SRO Role)
FunctionsOr
g

7. IOM - the opportunities
• Government ICT mechanisms
– Enterprise scales of economy
– Pan-Government solutions and frameworks
– Modern policies
• Defence Authorities for C4ISR and Cyber
– Advocacy and championship
– Focused capability planning
– Needs, priorities and beneficial outcomes identified
– Information and ICT coherence driven
– Assurance
• MOD Enterprise Architecture Leadership
– Including SOSA
• A Defence ‘Coherence Community’

8. The ‘Coherence Community’ – A Virtual CTO Team
NCA NTA NOA
Shared
pipeline
Shared
artefacts
JSA DCA
DSF
JIG
DSAS
EG
SOSA

9. Defence 10-Point Plan Approach
Increased
Productivity
Increased
Productivity
Services
Anywhere
Services
Anywhere
Dynamic
Interoperability
Dynamic
Interoperability
Increased
Information
Management &
Exploitation
Increased
Information
Management &
Exploitation
Strategic Sourcing for
ICT Services
Strategic Sourcing for
ICT Services
Strengthen Cyber
Security
Strengthen Cyber
Security
Identify MOD
Personas
Identify MOD
Personas
Improve Enterprise
Architecture
Improve Enterprise
Architecture
Strengthen WorkforceStrengthen Workforce
Enable Agile ICT
Delivery
Enable Agile ICT
Delivery
Strengthen ICT
Governance
Strengthen ICT
Governance
Optimise Enterprise
Networks
Optimise Enterprise
Networks
Deliver MOD
Enterprise Cloud
Deliver MOD
Enterprise Cloud
Standardise and
Simplify ICT Platforms
Standardise and
Simplify ICT Platforms

10. Desired Operational and Corporate User Experience
Increased
Productivity
Services
Anywhere
Dynamic
Interoperability
Increased
Information
Management
and Exploitation
Reduced Logon and
application access times
(Fixed and Deployed)
Wireless access from
home & mobile access
points
Access to email,
Calendar & Common
Working Environment
from range of devices
CYOD (Limited
Community)
Increased information
access and sharing with
OGDs, NATO, Industry
and Allies
Single and unified
Identity Management
and Access across MOD
Cloud Integration and
Big Data
MOD Social Media
Wireless access (incl
Secure) from MOD Sites
Single Sign-On and
secure trusted cloud
access
Dynamic use of ICT
between the MOD and
wider-Government
CYOD (Full Community)
Easy and quick access
to approved MOD & x-
Gov. applications –
COTS Configured
Enhance collaborative
working direct from
device
Access to MOD Social
Media, New, LOB and
HR applications from a
range of services
Access to range of
services from deployed
environment using a
range of devices

11. CONSOLIDATE
INFRASTRUCTUR
E
STREAMLINE
PROCESSES
STRENGTHEN
WORKFORCE
MOD ICT Transformation
1. Consolidate Enterprise
Networks
2. Deliver MOD
Enterprise Cloud
3. Standardise & Simplify
ICT Platforms
10. Modernise ICT
Guidance & Training
4. Enable Agile ICT
Procurement & Delivery
5. Strengthen ICT
Governance
6. Strategic Sourcing for
ICT Commodities
7. Strengthen Cyber
Security
8. Identify MOD Personas
(User Segmentation)
9. Improve Enterprise
Architecture Effectiveness

12. Defence ICT Transformation Blueprint
Department of State Military
OFFICIAL SECRET TS
Enterprise Cloud
Hosting Environment
Deployed Cloud
Commercial satellite
Military satellite
Public
Switched
Network
Deployed
Mobile
Network
Unified
Comms
Data Centres
Unified
comms
Internet & OGD
Gateways
IdAM
Deployed
trusted comms
CYOD
International
gateways
Fixed mobile convergence
Increased
Productivity
Services
Anywhere
Dynamic
Interoperability
Increased
Information
Management &
Exploitation
Providing a flexible and
modern user
experience…
By equipping the ICT
workforce and
governing the Defence
ICT environment…
To deliver an
integrated and
evolving
architecture…
Defence ICT
Transformation
Team
Defence ICT
Transformation
ISS ICT
Transformation
Reconfigured
ICT Equipment Plan
ICT Resources and
Skills
9

13. Considered
•DCNS (inc. GRAPEVINE and EMPORIUM)
•DII (Current)
•DFTS
Development of the 10-Point Plan – Scope
Aware of but not
included in plan
•CSSP
•ECIP
•LogNEC
•Above SECRET
•FLC ICT
•TLB ICT
•Falcon
•LE TacCIS
•Platform Integration
•BLOS
•EMBRACE
Department of State Military
OFFICIAL SECRET TS
Enterprise Cloud
Hosting Environment
Deployed Cloud
Commercial Satellite
Military Satellite
Public
Switched
Network Deployed Mobile
Network
Unified
Comms
Data Centres
Unified
Comms
Internet & OGD
Gateways
IdAM
Deployed trusted
Comms
CYOD
Allies
Gateway
Fixed Mobile Convergence
The proposed ICT Transformation plan was limited in scope to the core services provided
by the current DII and DFTS contracts, plus EMBRACE. A portfolio approach across all ICT
programmes and projects will drive efficiencies and greater E2E coherence.
10

14. Defence ICT Transformation Indicative Plan
Activities to achieve the desired user experience and transition to a more efficient and agile ICT environment
11

15. Establish the MOD ICT Transformation Programme
Establish a central control of the E2E Lifecycle to drive ICT Transformation through a single ICT Portfolio across Defence
TRANSFORMING
DEFENCE
GOVERNANCE &
LEADERSHIP
TRANSFORMING
ICT
TEAM
FUNCTIONS
E2E Lifecycle
Coherence
•Strategy & Policy
•Capability Planning
•Capability Delivery
•Capability Generation
•User
•Operations / Live
Service
ICT
DESIGN
AUTHORITY
(CIO, CTO)
ICT PORTFOLIO
MANAGEMENT
(DAC4ISR, ISS)
DCNS
Defence Transformation Board
Defence Board
Department of State
PUS, CIO,
DISS, DC4ISR,
DCI3
PORTFOLIO ASSURANCE
DII TLBs ICT FLCs ICT …DFTS
COHERENT ICT PORTFOLIO ICT Programmes & Projects
Defence Operating Board (Transformation)
ICT PROFESSION
Culture,
People and Skills
(CIO)
DIRECTION & DECISION TAKING
COMMS & ENABLING FUNCTIONS
JFC (Transformation)
ICTTransformation
PortfolioEntry

16. Governance
• Chaired by PUS and Com JFC - endorse MOD ICT Transformation and the establishment of
the Team to develop and embed the mandate (under IB Leadership).
Defence
Information Board
•Scope of the initial portfolio (ECIP, BLOS etc.).
•Approach to Cloud (e.g. Cloud first).
•Approach for Grapevine 2 & Emporium (Stop, Start, Continue).
•Establish MOD ICT Design Authority.
•Sentence key requirements.
•Decision on a “build it and they will come “ approach and the approval implications.
•Appoint ICT Career Champion.
•Policy agreement that MOD organisations will align to market ICT operating models. (e.g. SIAM).
CIO D ISSDAfC4ISR DCI3
Initial ActionsInitial Actions

17. Grapevine 2 Impact of Carrier Enabled Power Projection
Department of State
Military
OFFICIAL SECRET TS
Enterprise Cloud
Hosting Environment
Deployed Cloud
Commercial Satellite
Military Satellite
Public
Services
Network Deployed Mobile
Network
Unified
Comms
Data Centre’s
Unified
Comms
Internet & OGD
Gateways
IdAM
Deployed trusted
Comms
CYOD
Allies
Gateway
Fixed Mobile Convergence
Recce
Air TaskingBattle
Group
JCHAT TIC
C2
Surveillance
Surveillance
Product
GV2
Changes to the networking
(Wan & LAN) and gateway
components being
contracted by the Grapevine
2 project will have a
significant impact on MOD’s
ability to provided C2 and
ISTAR capabilities.

18. Defence ICT Strategy – Key Messages (1 of 2)
• User-centricity - ICT that enables rather than constrains the User in
achieving their output
• This does not equate with demand for modern technology for the
sake of it - investment MUST be better linked to benefits
• Need much clearer expressions of user need and expected benefit
(over time), supported by consistent use of effective business and
information architectures
• Cannot ignore security, given compelling evidence of the cyber
threat, but better articulation of need and benefit should enable ICT
providers to strike a better balance between security and utility,
leveraging recent policy shifts to the full
• Need to depend less on boundary protection for our Cyber defences
and invest more in 'deeper' defences such as pattern analyses
• Need to act more robustly against poor IA practices, including use of
'shadow technologies'
• Poor utilisation of current investments needs to be addressed,
through up-skilling, process improvement and technology
configuration

19. Defence ICT Strategy – Key Messages (2 of 2)
• Better visibility/awareness of the ICT landscape, to promote re-use
and consistent practice and to minimise additional ICT (and its
associated complexity)
• Need to adjust planned investments to spend proportionally less on
networks and infrastructure and more on 'value adding' applications
and services
• Need to invest in essential enablers which do not come directly from
statements of user need (e.g. identity and access management,
PKI, ESB)
• Need to maintain as close a match to 'vanilla COTS' as is possible,
as 'bespoke investments' increase complexity and cost, and
potentially limit utility and benefit realisation.
• Every subsequent refresh or update of 'bespoke investments' is less
agile and more costly than 'vanilla COTS' equivalents
• Need to commoditise wherever possible, to reduce cost and to
increase agility
• Need to match supply with demand, turning services on and off as
required to increase efficiency and green credentials

20. • ICT Transformation Strategy
- Consolidate Infrastructure
- Streamline Processes
- Strengthen Workforce
• Requires Partnerships Across MOD to achieve
- Improved mission effectiveness and user satisfaction
- Reduced costs
- Improved Cyber security and interoperability
- Agile, faster and responsive delivery of ICT capabilities
Enabling Agile, Secure, Efficient and Effective MOD ICT
Executive Summary - Proactive
Partnerships for MOD ICT Transformation

21. THE INFORMATION CHALLENGES
TACKLED THROUGH SIMPLIFICATION
QUESTIONS?