I hope some serious thought is being placed in the DIA’s role in supporting dual use startups in Canada. For many, their survival depends on more agile procurement (ex: pilots to contracts). Current $100M+ focus does not address this gap. Optimistic, nonetheless!
You're telling me that startups cant survive off of $50,000 IDEAS awards? 😋
Support for SME is another issue, one that will require its own set of supports amd reforms. I am hopeful that the Defence Industrial Strategy will have a lot of those needed reforms.
A lot will hinge on the relationship and power balance between this new agency and TB. If they can on occasion say "Not today TB, we are doing it this way" , then I think it will be worthwhile. I suspect that Public Works will be subordinate to it, which will help for things like base housing, etc.
My big concern here is that it still seems like not much is changing. While there is a central authority, it still feels like everyone has a finger in the pie here. Its very easy to create an organization and tell them to get everyone to work together, however until we see what authorities and powers they have with that?
That isnt to say we can just cut everyone out immediately because truthfully we can't. Talent is spread out between multiple organizations and while consolidating that talent under the DIA is there in the mandate it will still take time to get going, and still does not negate the risks involved when we still have four seperate agencies, now with a fifth overseeing organization Involved as always.
Again, gotta see what authorities and powers the DIA has.
Will be fascinating to see how this plays out…and if they can bypass the ottowa silo building and share those key people every department wants to hang on to. If they are smart they would try to bring back some of those key staff lost due to retirement to help train some of the new hires. (Briefly)
For me, ‘amalgamation of staff from government departments who previously shared the responsibility of defence procurement” is key to achieving success for DIA.
This needs to go beyond PSPC, DND (incl CAF) & the Coast Guard to include representatives with authority from other agencies such as CSE, TBS, ISED, GAC, CCC, etc...
In my experience it would be possible to achieve this amalgamation relatively quickly with virtual teams (no messy reorgs!) aligned to a common vision and common objectives. Using a transparent and inclusive planning process would lead to a resourced procurement timeline/plan that can be achieved with a high degree of confidence. In doing so we would avoid the lengthy delays and frequent misunderstandings between asynchronous teams operating in different silos with different objectives/priorities.
I hope some serious thought is being placed in the DIA’s role in supporting dual use startups in Canada. For many, their survival depends on more agile procurement (ex: pilots to contracts). Current $100M+ focus does not address this gap. Optimistic, nonetheless!
You're telling me that startups cant survive off of $50,000 IDEAS awards? 😋
Support for SME is another issue, one that will require its own set of supports amd reforms. I am hopeful that the Defence Industrial Strategy will have a lot of those needed reforms.
A lot will hinge on the relationship and power balance between this new agency and TB. If they can on occasion say "Not today TB, we are doing it this way" , then I think it will be worthwhile. I suspect that Public Works will be subordinate to it, which will help for things like base housing, etc.
My big concern here is that it still seems like not much is changing. While there is a central authority, it still feels like everyone has a finger in the pie here. Its very easy to create an organization and tell them to get everyone to work together, however until we see what authorities and powers they have with that?
That isnt to say we can just cut everyone out immediately because truthfully we can't. Talent is spread out between multiple organizations and while consolidating that talent under the DIA is there in the mandate it will still take time to get going, and still does not negate the risks involved when we still have four seperate agencies, now with a fifth overseeing organization Involved as always.
Again, gotta see what authorities and powers the DIA has.
Will be fascinating to see how this plays out…and if they can bypass the ottowa silo building and share those key people every department wants to hang on to. If they are smart they would try to bring back some of those key staff lost due to retirement to help train some of the new hires. (Briefly)
For me, ‘amalgamation of staff from government departments who previously shared the responsibility of defence procurement” is key to achieving success for DIA.
This needs to go beyond PSPC, DND (incl CAF) & the Coast Guard to include representatives with authority from other agencies such as CSE, TBS, ISED, GAC, CCC, etc...
In my experience it would be possible to achieve this amalgamation relatively quickly with virtual teams (no messy reorgs!) aligned to a common vision and common objectives. Using a transparent and inclusive planning process would lead to a resourced procurement timeline/plan that can be achieved with a high degree of confidence. In doing so we would avoid the lengthy delays and frequent misunderstandings between asynchronous teams operating in different silos with different objectives/priorities.