Deloitte Insights and our research centers deliver proprietary research designed to help organizations turn their aspirations into action.

DELOITTE INSIGHTS

  • Home
  • Spotlight
    • Weekly Global Economic Outlook
    • Top 10 Reading Guide
    • Diversity, Equity, & Inclusion
    • Cyber Risk
    • Digital Transformation
  • Topics
    • Strategy
    • Economy & Society
    • Operations
    • Workforce
    • Technology
  • Industries
    • Consumer
    • Energy, Resources, & Industrials
    • Financial Services
    • Government & Public Services
    • Life Sciences & Health Care
    • Technology, Media & Telecom
  • More from Deloitte Insights
    • About
    • Deloitte Insights Magazine
    • Press Room Podcasts

DELOITTE RESEARCH CENTERS

  • Cross-Industry
    • Home
    • Workforce Trends
    • Enterprise Growth & Innovation
    • Technology & Transformation
    • Environmental & Social Issues
  • Economics
    • Home
    • Consumer Spending
    • Housing
    • Business Investment
    • Globalization & International Trade
    • Fiscal & Monetary Policy
    • Sustainability, Equity & Climate
    • Labor Markets
    • Prices & Inflation
  • Consumer
    • Home
    • Automotive
    • Consumer Products
    • Food
    • Retail, Wholesale & Distribution
    • Hospitality
    • Airlines & Transportation
  • Energy & Industrials
    • Home
    • Aerospace & Defense
    • Chemicals & Specialty Materials
    • Engineering & Construction
    • Mining & Metals
    • Oil & Gas
    • Power & Utilities
    • Renewable Energy
  • Financial Services
    • Home
    • Banking & Capital Markets
    • Commercial Real Estate
    • Insurance
    • Investment Management
  • Government & Public Services
    • Home
    • Defense, Security & Justice
    • Government Health
    • State & Local Government
    • Whole of Government
    • Transportation & Infrastructure
    • Human Services
    • Higher Education
  • Life Sciences & Health Care
    • Home
    • Hospitals, Health Systems & Providers​
    • Pharmaceutical Manufacturers​
    • Health Plans & Payers​
    • Medtech & Health Tech Organizations
  • Tech, Media & Telecom
    • Home
    • Technology
    • Media & Entertainment
    • Telecommunications
    • Semiconductor
    • Sports
Deloitte.com
Deloitte Insights logo
  • SPOTLIGHT
    • Weekly Global Economic Outlook
    • Top 10 Reading Guide
    • Diversity, Equity, & Inclusion
    • Cyber Risk
    • Digital Transformation
  • TOPICS
    • Strategy
    • Economy & Society
    • Operations
    • Workforce
    • Technology
  • INDUSTRIES
    • Consumer
    • Energy, Resources & Industrials
    • Financial Services
    • Government & Public Services
    • Life Sciences & Health Care
    • Technology, Media & Telecom
  • MORE FROM DELOITTE INSIGHTS
    • About
    • Deloitte Insights Magazine
    • Press Room Podcasts
  • Welcome!

    For personalized content and settings, go to you My Deloitte Dashboard

    Latest Insights

    In a competitive labor market for retail workers, sustainability programs could give employers an edge

    Article
     • 
    5-min read

    A framework for managing an extended and connected workforce

    Article
     • 
    2-min read

    Recommendations

    Government Trends 2023

    Article

    Navigating toward a new normal: 2023 Deloitte corporate travel study

    Article
     • 
    17-min read

    About Deloitte Insights

    About Deloitte Insights

    Deloitte Insights Magazine, Issue 31

    Magazine

    Topics for you

    • Business Strategy & Growth
    • Leadership
    • Operations
    • Marketing & Sales
    • Diversity, Equity, & Inclusion
    • Emerging Technologies
    • Economy

    Watch & Listen

    Dbriefs

    Stay informed on the issues impacting your business with Deloitte's live webcast series. Gain valuable insights and practical knowledge from our specialists while earning CPE credits.

    Deloitte Insights Podcasts

    Join host Tanya Ott as she interviews influential voices discussing the business trends and challenges that matter most to your business today. 

    Subscribe

    Deloitte Insights Newsletters

    Looking to stay on top of the latest news and trends? With MyDeloitte you'll never miss out on the information you need to lead. Simply link your email or social profile and select the newsletters and alerts that matter most to you.

Welcome back

Still not a member? Join My Deloitte

Military technology advances enable “ready anywhere” mentality

by Beth McGrath, Joe Mariani, Akash Keyal
  • Save for later
  • Download
  • Share
    • Share on Facebook
    • Share on Twitter
    • Share on Linkedin
    • Share by email
11 minute read 02 August 2019

Military technology advances enable “ready anywhere” mentality Military readiness and adaptivity improving across the globe

11 minute read 02 August 2019
  • Beth McGrath United States
  • Joe Mariani United States
  • Akash Keyal India
  • Save for later
  • Download
  • Share
    • Share on Facebook
    • Share on Twitter
    • Share on Linkedin
    • Share by email
  • What is readiness?
  • From reporting to knowing
  • Knowing where to invest
  • Getting started

​Readiness can mean different things to different nations, but every agency in every nation needs to know: “Are we ready?” Here's how Industry 4.0 technologies can help create that picture.

A category 5 typhoon is churning the Philippine Sea into towering 20-foot waves. On the bridge of his cutter, a Philippine coast guard captain needs to know which international ports within a few hours’ sail can accommodate his vessel and shelter it from the strong southeasterly winds.

Learn more

View the Aerospace & defense collection

Explore the Government and public services collection

Subscribe to receive related content from Deloitte Insights

Download the Deloitte Insights and Dow Jones app

A Metropolitan Police sergeant is investigating a burglary in London. She has found a witness to the crime, but the witness only speaks Urdu. With the staff translator tied up on another case, questioning has been painfully slow. She knows many other officers speak Urdu, but she needs to know if there are any within two miles that are free to help right now; if it takes much longer, important leads will be lost.

A German tank commander looks over a field of Leopard 2 tanks. A major NATO training exercise is coming up, and over the course of the weeklong exercise, routine maintenance will be impossible. He needs to know which tanks are likely to fail during that period so they can be maintained in advance to ensure no breakdowns mar the training.

These three challenges may sound as different as the countries and the services involved, but they all revolve around a common need—the need to quickly know what capabilities exist to apply to problem. In each case, a leader needs information about an organization’s equipment, personnel, and infrastructure to understand if the organization can meet mission requirements. In a word, each leader is interested in “readiness.”

With different sizes, budgets, missions, and equipment types, every nation’s military and national security organizations face different readiness challenges. But common to all is a need for accurate information about the organization in real time. Today, the technologies of Industry 4.0 can provide that information and allow any military anywhere in the world to meet its own unique readiness challenges.

What is readiness?

The term readiness means different things in different countries or even different organizations—ranging from rapid-response troops waiting on aircraft to dry graphs of maintenance statistics. Even the word “readiness” is not used in all countries, with other terms including “preparedness” and “adaptability.” But no matter the term, no matter the image, the heart of readiness remains the ability of an organization to execute its assigned mission promptly and capably.

Therefore, understanding readiness starts with understanding the basic capabilities of a force: its equipment, people, and infrastructure. Traditionally, the picture of those capabilities was developed through regular reporting on the status of smaller units, aggregated into a readiness picture at successively higher units. However, there are two fundamental problems with such reporting-based approaches to readiness: First, they are fundamentally backward-looking, providing a static picture of the unit’s status in the past when the report was made. Second, they typically provide leaders only with summary views. While many militaries are striving to become more data-driven and “net-centric” in tactical decisions, similar emphasis on data is lacking in institutional decisions. Without the raw data behind readiness summaries, it can be difficult for leaders to weigh alternatives and make informed decisions.

Different countries, different challenges

While the readiness challenge of matching the right equipment, personnel, and infrastructure to the right mission is constant for every military/national security organization across the globe, the vast differences in size, funding, and mission types mean that this challenge can manifest itself in very different ways across countries. Exacerbating this problem is that each facet of readiness—from equipment to personnel to infrastructure—has its own complicating factors.

Equipment

Physical assets and equipment at times can seem the simplest part of all readiness challenges. After all, a helicopter can either fly the required distance of a mission, or it cannot. A tank is either fully functional, or it is not. However, specific circumstances of each military reveal that each can experience very different readiness challenges even with similar assets.

Take the example of a military looking to add a new capability to its force. The seemingly straightforward question of whether the new equipment’s performance statistics predict that it will meet the mission need can look quite different depending on the circumstances. The United Kingdom, for example, is currently procuring a new ballistic missile submarine HMS Dreadnaught. On paper, this state-of-the-art machine meets or exceeds all the mission requirements laid before it.1 However, the complex project has experienced significant cost and schedule overruns, which are a key contributor to the projected shortfall of £7billion–£15billion (US$8.7 billion–$18.7 billion) in the UK defense equipment budget over the next decade.2 In essence, the readiness of the new Dreadnaught comes at the cost of readiness for other existing assets.

While cost and logistical challenges are common across countries, many nations, especially developing ones, face an additional challenge: the scarcity of technical know-how to build military capabilities. This shortage leads some nations to import the majority of military assets. For example, India imports roughly 70 percent of its military assets.3 This means that India may not face the same risks of cost overruns as the United Kingdom does, but its reliance on overseas military equipment manufacturers can further strain supply and maintenance channels already burdened by the introduction of a new capability.

The different readiness challenges continue throughout the service life of equipment. As suppliers go out of business or tooling and dies wear out, militaries across the globe can face a critical challenge of finding and sourcing components for old assets. For example, in 2017 and into 2018, all of Germany’s submarines were down due to a bottleneck in spare parts.4 That left Europe’s wealthiest country without a single submarine to patrol increasingly contested waterways. The challenge of finding adequate spare parts can be even more difficult for countries such as India that rely on military imports and therefore have longer supply lines and less leverage to convince manufacturers to keep making older parts.

Talent

No matter the high technology or precision assets, military conflict eventually comes down to humans making decisions. Unfortunately, most militaries may not be using their greatest asset, their people, to their fullest potential, simply due to a lack of information. Modern defense organizations are huge and complex, often with a workforce of hundreds of thousands, if not millions. Each of those service members has a variety of skills and abilities. Some speak foreign languages, others know the latest software, and still others have special certifications for diving or parachute operations. However, most militaries cannot see the whole picture for any individual. Training information may be captured in one database, language skills in another, and some skills such as a computer coding hobby are not captured anywhere. Without a single source of information about a soldier or sailor, most militaries truly cannot answer how ready their personnel are for any given mission. They struggle to create the best teams of individuals because they do not know what each individual can do.

Apart from deploying existing talent, countries face challenges in attracting, training, and retaining talent. While many militaries face this challenge, the underlying circumstances may vary in each case. For example, despite its large population, India faces a personnel shortage in all three branches of its armed forces as a surging private sector economy is tightening the competition for talent.5

It is challenging for countries to maintain an adequate workforce with a diverse range of skills to fulfill modern mission requirements. For instance, an army engaging in a foreign land needs personnel with native language proficiency, skills to take aerial or satellite imagery and create maps, and other skills such as medical expertise, surveillance, and reconnaissance. The United Kingdom, which is currently facing its biggest staffing shortage in a decade, has 102 trades in the armed services that do not have enough trained personnel.6 For example, the intelligence analyst occupational field currently faces a 26 percent personnel shortfall in the United Kingdom.7

Infrastructure

In many militaries and national security organizations, even seemingly straightforward tasks as knowing the status of infrastructure can be a challenge. This might appear counterintuitive since airfields and buildings don’t move, so it should be easy to know their condition. However, data siloes and a lack of coordination across different organizations can mean that this information may not reach the right decision-makers at the right time. This picture can become even more complicated when considering digital infrastructure such as IT systems or computer software. In today’s digitized battlefield, the systems can be every bit as important—and as vulnerable—as airfields, ports, and roads.

South Korea, for example, is one of the most internet-connected countries, with more than 95 percent of its population online.8 Such connectivity is vital to the economy of a country that is home to a number of leading technology companies. But connectivity can also become a significant source of military risk in times of conflict, as vulnerabilities in hardware and software threaten basic services on which the military relies. While many cyber vulnerabilities threaten every country, others are specific to one country or military. For example, there are 23 known vulnerabilities within Hangul Office, the popular Korean word-processing tool.9 Far from being merely routing maintenance, countering cyber vulnerabilities is an imperative for modern militaries if they wish to remain ready.

The impact of fragmented or vulnerable digital infrastructure can extend far beyond cyberattacks. Even a military with the size and resources of the United States can be hampered by fragmented data scattered across different systems. The US Army, for example, has historically struggled to find reliable data on how often personnel have been away from home, not just for deployments to combat zones but also for training exercises.10 This lack of data can often lead to certain troops or units spending too much time away from home, leading directly to harmful impacts on mission performance and overall readiness.11 Similarly, underreporting inaccuracies can lead units/divisions to think they are less ready than they actually are which can negatively impact strategy and operational planning in crises.

From reporting to knowing

Today’s most digitally mature organizations are already finding a path to readiness. They are using real-time data taken from sensors and analytics that are part of Industry 4.0 and using it to create a real-world picture of projects, performance, and maintenance.12 Some military and national security organizations are recognizing the power of such an approach and using sensor data to fundamentally change how they view readiness.13 Rather than relying on summary reports, leaders at every level, from defense ministry secretaries to mechanics on the flight line, can pull from the same pool of actual data (see figure 1). By filtering and analyzing it, they can get the information they need, whether that is force-training levels or what is broken on a particular jet.

A common, ground-truth data source allows all levels to know the current state of the force

Once organizations have a common real-time, real-world picture of their equipment, personnel, and infrastructure, it is fairly straightforward to compare the current status of the organization with its mission requirements and take action to fill any gaps. While the highest level of effort in readiness today is spent in reporting and assessing, Industry 4.0–enabled readiness can allow decision-makers to move on to higher-level tasks. For example, once a common picture is in place, an organization essentially has a digital twin of itself.14 That digital twin can be used to monitor performance or stress during operations, but it can also be used in advance to do complex scenario planning. Much as a Formula One race team conducts extensive testing with a virtual twin of the car before ever turning up to a race track,15 military units can play through many alternative scenarios, confident that the results will mirror their real-world performance.16

Better information, better decisions

The shift from reporting to knowing is first and foremost about taking a new approach to readiness. But in this new approach of using real-time data, the tools—in this case, the technologies of Industry 4.0—are also important. By using these technologies—already being deployed in many industries—military organizations can potentially achieve significant improvements in every phase of readiness, from understanding the current state of the force, to matching capabilities to given missions, to even understanding where to invest.

Using technology to understand the state of the force

Technologies such as sensors and data management tools can give military leaders an unprecedented real-time view of the state of their forces. No longer must they guess about current readiness based on historical trends or extrapolate from summary statistics. Rather they can see accurate detail down to the individual plane, ship, soldier, or sailor. In fact, as data analytics improve, this accurate view of the force can also extend into the future with solutions such as predictive maintenance.

Many militaries are beginning to implement systems aimed at breaking down data siloes and making information about equipment available in one place. For example, the United Kingdom’s Joint Asset Management and Engineering Solutions (JAMES) aims to quickly identify the availability, condition, ownership, location, and quantity of different types of equipment.17 Platforms such as JAMES are designed to break down barriers between data and can interface with other logistics systems to share data and perform tasks such as ordering parts. While systems such as JAMES or its US cousin the Autonomic Logistics Information System (ALIS) have experienced technical hurdles, they point toward a future where systems can track detailed performance stats such as how many miles a tank has driven or how many rounds its main gun has fired.18

Such detailed data about equipment can be vital when paired with other technologies such as artificial intelligence (AI). AI models can learn from all of that data, seeing what conditions led to failure in the past, and ultimately predict when certain parts are likely to fail and need to be replaced. The UK Royal Navy is experimenting with such an AI predictive maintenance system on its front-line Type 45 destroyers.19 The AI models are able to examine input from thousands of sensors and understand the overall health of the ship and when systems are likely to fail. This allows sailors to take action before the ship breaks, which previous studies have shown saves cost and increases the uptime for systems.20 The ultimate result is more ships at sea, more planes in the air, and more vehicles on the ground, in short, more readiness.

Using technology to match forces to missions

Having a greater understanding of the current status of the force is important for military leaders, but their readiness efforts don’t end there. Leaders must also be able to understand how the force best matches any given mission. This means evaluating both if the force can accomplish the mission as well as which units or even individual personnel would be best to accomplish it.

With military services often having hundreds of thousands of personnel, coordinating all individual knowledge can be daunting. The concept of managing each soldier as an individual is not entirely foreign to militaries. Many NATO countries, for example, have used sensors and even DNA to tailor medical care to the specific individual, learning about the value of individualized care from years of combat experience.21 However, progress on managing a soldier’s operational or professional career at that individual level has been slow—but it is happening. The US Army, for example, is currently introducing its Integrated Personnel and Pay System-Army (IPPS-A), which combines more than 30 existing systems and also allows soldiers to enter their trainings, language skills, and even hobbies to create an all-around picture of their abilities.22 With that picture, leaders are better able to match soldiers to career assignments and operational missions. An infantry soldier who has learned to code Python in her free time traditionally would not have been considered for a project developing software tools for infantry units, but with IPPS-A, leaders can now see that she may, in fact, be exactly the right fit. Putting the right personnel in a situation can make the force more effective even with the same number of troops, a measurable readiness benefit.

Knowing where to invest

Leaders are faced with a huge array of technology and solution choices. They can increase training hours, recruit more troops, upgrade equipment, or conduct more frequent maintenance. Being good stewards of public funds means they are asked to choose the most effective of those options, often with very little data.

Technology can provide much of the data that leaders need to make those decisions, but making effective use of it also requires organizational change. Take the Dutch military, for example. Recently, the Dutch government increased defense spending by €1.5 billion (US$1.67 billion) per year for five years, reversing decades of relatively small budgets.23 However, over the years, the Dutch military has become very adept at saving money, so it now faces the positive challenge of determining how best to spend the new infusion of funding. With the funding’s stated goal of making the Dutch military more adaptable to changing security threats, the military needs to shift from being good stewards of small investments to a more entrepreneurial mode, seeking out and incorporating new technologies, doctrines, and ideas. This shift may mean greater collaboration across Army, Navy, and Air Force, or even with external companies that do not traditionally work with militaries. All of those changes require time and effort, but, if successful, they can help Dutch military leaders choose the right investments and new capabilities that will make a small military even more potent, adaptable, and ready.

Getting started

For an entire military to build up its readiness capabilities can take time. So, regardless of which capability a military chooses to tackle first, a scaled approach to improving readiness can help give tangible benefits and control wild expectations of immediate transformation.

It is not necessary to leap immediately to a single, real-world, real-time picture of readiness across all equipment, personnel, and infrastructure; rather, taking it slowly can actually improve the chances of success.24 A three-step approach to improving readiness can offer immediate gains while helping to manage expectations and navigate unforeseen challenges:

  1. Resolve. Use proven technologies to address critical gaps in the current force.
  2. Remodel. Shift from reporting-based readiness to a real-world, real-time picture of readiness for individual capabilities.
  3. Reimagine. Join the pictures of all capabilities into a single “digital twin” of the force that can both provide detailed real-world performance and accurate scenario analysis to aid mission and budget planning.

Readiness stands at the heart of what every military and security organization is all about: bringing its best forward to protect citizens. With a few new technologies and a new approach to data, every military around the globe can have confidence that it will be ready, anywhere.

Acknowledgments

The authors would like to thank our colleagues from across the world for sharing their insights on this topic. We owe especial gratitude to Sjoerd van der Smissen, Brigadier Vinod Batra, Alaric Diniz, P. Pranavant, Tom Pickthorn, and George Lawrence. Their contributions were invaluable in understanding the varied challenged facing different militaries across the globe.

Cover image by: Sonya Vasilieff

Endnotes
    1. David Bond and Sylvia Pfeifer, “Nuclear submarines threaten to sink UK defence budget,” Financial Times, January 2, 2019. View in article

    2. David Bond, “MoD faces £15bn budget shortfall, warns UK spending watchdog,” Financial Times, November 5, 2018. View in article

    3. AFP, “Arms race: India approves defence procurements worth $3.5 bn, says report,” Express Tribune, July 20, 2014. View in article

    4. Sebastian Sprenger, “All of Germany's submarines are currently down,” Defense News, October 20, 2017. View in article

    5. Krishnanand Tripathi, “Indian military suffers acute shortage of officers, here are the reasons,” Financial Express, December 26, 2018; Press Trust of India, “Armed forces face shortage of over 52,000 personnel,” Indian Express, March 20, 2015. View in article

    6. Rajeev Syal, “Armed forces facing biggest shortfall in staff for a decade—report,” Guardian, April 18, 2018. View in article

    7. Ibid View in article

    8. The World Bank, “Individuals using the internet (% of population),” accessed July 2, 2019. View in article

    9. Paul Park, “Experts examine Asia’s approach to cybersecurity,” Brookings Institution, August 28, 2018. View in article

    10. Government Accountability Office, Military readiness: Clear policy and reliable data would help DOD better manage service members’ time away from home, April 25, 2018. View in article

    11. Government Accountability Office, Army readiness: Progress and challenges in rebuilding personnel, equipping, and training, February 6, 2019. View in article

    12. Gerald C. Kane et al., Aligning the organization for its digital future: Findings from the 2016 digital business global executive study and research report, MIT Sloan Management Review and Deloitte University Press, July 25, 2016. View in article

    13. Dennis Schultz et al., Military readiness: How emerging technologies can transform defense capabilities, Deloitte Insights, July 16, 2018. View in article

    14. Aaron Parrott and Lane Warshaw, Industry 4.0 and the digital twin: Manufacturing meets its match, Deloitte University Press, May 12, 2017. View in article

    15. Joe Mariani, “Racing the future of production: A conversation with Simon Roberts,” Deloitte Review 22, January 22, 2018. View in article

    16. Frank Strickland, Joe Mariani, and Isaac Jenkins, Military readiness through AI: How technology advances help speed up our defense readiness, Deloitte Insights, April 24, 2019. View in article

    17. Lockheed Martin, “JAMES: Joint asset management and engineering system,” accessed July 2, 2019. View in article

    18. Army Technology, “UK MoD extends use of Lockheed’s logistics technology,” July 26, 2015. View in article

    19. Defense and Security Accelerator, “Pre-emptive strikes on military equipment faults,” Gov.UK, January 17, 2019. View in article

    20. Chris Coleman et al., Making maintenance smarter: Predictive maintenance and the digital supply network, Deloitte Insights, May 9, 2017. View in article

    21. Mauricio De Castro et al., “Genomic medicine in the military,” NPJ Genomic Medicine 1, (2016). View in article

    22. Nicole Ogrysko, “New talent management system to give the army a better view into soldiers’ skills,” Federal News Network, October 16, 2018. View in article

    23. Dutch Ministry of Defense, “National plan on the Defence Investment Pledge—the Netherlands,” December 14, 2018. View in article

    24. Richard Bradley and Meg Alderman, Forget fail fast: How a customized and adaptive strategy can drive your digital supply network, Deloitte Insights, 2018. View in article

Show moreShow less

Topics in this article

Public Sector , Aerospace & Defense , Government , Technology , Talent , Industry 4.0

Defense, Security, and Justice Services

​Deloitte offers national security consulting and advisory services to clients across the Department of Homeland Security, the Department of Justice, and the intelligence community. From cyber and logistics to data visualization and mission analytics, personnel, and finance, we bring insights from our client experience and research to drive bold and lasting results in the national security and intelligence sector. People, ideas, technology, and outcomes—all designed for impact.

Learn more
Get in touch
Contact
  • ​Beth McGrath
  • Managing director; Global Defense, Security, and Justice leader
  • Deloitte Consulting LLP
  • bmcgrath@deloitte.com
  • +1 571 882 8455

Download Subscribe

Related content

img Trending

Interactive 3 days ago

Read more about aerospace & defense

  • Aerospace & Defense Collection
  • National security and technology regulation Article4 years ago
  • Special operations forces and great power competition Article4 years ago
  • National security readiness Article4 years ago
  • The smart base Interactive4 years ago
  • Military readiness through AI Article4 years ago
Beth McGrath

Beth McGrath

Managing Director | Deloitte Consulting LLP

Beth McGrath is Deloitte’s global leader for Government and Public Services. In her role, she is committed to strengthening synergies across global Industries and government and public services with a focus on client mission needs and solutions. McGrath has broad, multidisciplinary, strategic, and operational management experience acquired from 25+ years of successful performance in the United States government sector. As a member of Deloitte’s Strategy practice, she advises government and commercial organizations on strategies that help further innovation and improve business operations.

  • bmcgrath@deloitte.com
  • +1 571 882 8455
Joe Mariani

Joe Mariani

Senior manager | Deloitte Consulting LLP

Joe Mariani is a senior research manager with Deloitte’s Center for Government Insights. His research focuses on innovation and technology adoption for both national security organizations and commercial businesses. His previous work includes experience as a consultant to the defense and intelligence industries, high school science teacher, and Marine Corps intelligence officer.

  • jmariani@deloitte.com
  • +1 312 486 2150
Akash Keyal

Akash Keyal

Assistant Manager

Akash Keyal is an assistant manager with the Deloitte Center for Government Insights. He specializes on issues related to defense, security, and justice (DS&J), and climate change.

  • akeyal@deloitte.com

Share article highlights

See something interesting? Simply select text and choose how to share it:

Email a customized link that shows your highlighted text.
Copy a customized link that shows your highlighted text.
Copy your highlighted text.

Military technology advances enable “ready anywhere” mentality has been saved

Military technology advances enable “ready anywhere” mentality has been removed

An Article Titled Military technology advances enable “ready anywhere” mentality already exists in Saved items

Invalid special characters found 
Forgot password

To stay logged in, change your functional cookie settings.

OR

Social login not available on Microsoft Edge browser at this time.

Connect Accounts

Connect your social accounts

This is the first time you have logged in with a social network.

You have previously logged in with a different account. To link your accounts, please re-authenticate.

Log in with an existing social network:

To connect with your existing account, please enter your password:

OR

Log in with an existing site account:

To connect with your existing account, please enter your password:

Forgot password

Subscribe

to receive more business insights, analysis, and perspectives from Deloitte Insights
✓ Link copied to clipboard

Deloitte Insights and our research centers deliver proprietary research designed to help organizations turn their aspirations into action.

Deloitte Insights

  • Home
  • Topics
  • Industries
  • About Deloitte Insights

DELOITTE RESEARCH CENTERS

  • Cross-Industry
  • Economics
  • Consumer
  • Energy & Industrials
  • Financial Services
  • Government & Public Services
  • Life Sciences & Health Care
  • Tech, Media & Telecom
Deloitte logo

Learn about Deloitte’s offerings, people, and culture as a global provider of audit, assurance, consulting, financial advisory, risk advisory, tax, and related services.

  • Terms of Use
  • Privacy
  • Privacy Shield
  • Cookies
  • Legal Information for Job Seekers
  • Labor Condition Applications
  • Do Not Sell My Personal Information