By Anthony M. Thornborough

An Aeroguide distinctive

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Experience has shown that the Army responds well to challenges that are represented by high-level positions or organizations dedicated to a single purpose. The Army Digitization Office, established in the 1990s by the Army Chief of Staff, provides a good example of how such focus can be used to move a project forward that might otherwise become lost in the bureaucracy. Similarly, special Army selection boards exist to select highly qualified personnel for designation as program managers (PMs) for technology and system developments of high-level importance.

This was made possible through advanced combinations of wheeled/tracked technology and direct drive electric technology and such highly efficient electric power generation systems as fuel cells and energy recovery systems. The heretofore missing element of cooperative behavior has been enabled by significant improvement in cognitive systems ranging from simple self diagnosis and repair to planning/adaptation and recognition/understanding of baseline program, the Army Research Laboratory (ARL) UGV science and technology objective (STO), and other UGV requirements.

Technologies that merit special development attention can then be identified and developed using a “skunk-works” approach that achieves the focus and centralized leadership necessary to reach goals set by the user community. Such a “skunk-works” approach would consolidate and focus the development of technologies essential to FCS UGVs under a single manager, eliminate duplication of effort, and provide the basis for standardized research platforms to be used in the spiral development of UGV systems.

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