Army Plans to Discontinue Legacy Systems and Explore Dual-Use Capabilities

The Army plans to eliminate systems deemed obsolete for future battlefield use, with senior leaders advocating greater reliance on commercially available capabilities. The traditional acquisition system can take years from initial requirements to fielding, often resulting in outdated or ineffective capabilities by the time they are delivered to units.

"American politicians over the past 30 years have inadvertently harmed the American soldier by allowing rational decision-making to deteriorate," Secretary Daniel Driscoll stated during a Thursday briefing at the Pentagon. "We are changing that. From now on, every decision will be made based on whether it benefits the American soldier, enhances their lethality, and improves their chances of succeeding in missions and returning home safely."

This announcement follows a memo signed by Defense Secretary Pete Hegseth directing Driscoll to transform the Army by streamlining certain headquarters elements and altering how the service acquires capabilities, prioritizing homeland defense and deterring China in the Indo-Pacific. Driscoll emphasized that the Army will eliminate obsolete equipment, which has persisted in motor pools despite soldiers' preferences to discard them. "We will begin cutting unnecessary items," he said, highlighting the influence of lobbyists on procurement decisions. Gen. Randy George, chief of staff, noted the cancellation of the RQ-7 Shadow drone program last year, describing it as ineffective during his command experience in Afghanistan in 2009. “We must stop spending money on things that do not enhance our lethality," George asserted.

Key to this effort is adopting modular and open systems. While officials did not specify metrics for assessing lethality standards, they emphasized utilizing commercially available, dual-use systems to minimize custom-built solutions. A prime example is the Infantry Squad Vehicle, an expeditionary vehicle modeled after a Chevy Colorado. "It already has consumer buy-in and demand, enabling the manufacturer to predict needs. This model is ideal for our purposes," Driscoll explained. "We aim to avoid being the sole customer of any business, as it is detrimental to both parties."

George emphasized the importance of easily modified and upgraded systems, citing the ISV's adaptability to mount various sensors and systems not produced by GM Defense. He suggested adopting technologies readily available and adaptable, like the ISV, which can be modified for different uses.

Secretary Hegseth previously directed the use of software acquisition pathways and recently expanded the use of other transaction agreements, with the Army leading OTA usage. "Startups have long employed minimum viable products to receive market feedback and make adjustments," Driscoll said. "The Army is adopting a similar approach to improve our manufacturing processes." An example involved an autonomous software company testing its technology on Army vehicles, resulting in improved autonomous control and drone synchronization. Driscoll cited this rapid innovation process, achieved in under three weeks, as a model for future operations.

George emphasized the necessity of a robust communications network to facilitate information sharing and data transfer. These lessons are part of the Army's transforming-in-contact initiative, which accelerates capability acquisition by integrating emerging technologies into units for experimentation during exercises and deployments. "The bottom-up feedback is essential for refining our capabilities," George concluded.

Many Trump administration officials have private equity backgrounds, influencing military procurement strategies - hopefully for the better. Interestingly, the call for greater use of commercially available capabilities going forward stands to benefit venture capital investors and start-ups in the defense sector.