Emerging conversations within the Department of Defense (DoD) have highlighted the organization’s struggles with tech talent retention and its lag in technology modernization. While the challenge to stay current with tech advancements pervades both governmental and private sectors, the DoD has unique hurdles to overcome. Industry leaders debate on the issue, offering solutions from commercial enterprises.

Space Force Guardian Jason P. Lowery, DevOps Expert Michael Snyder Discuss Challenges Keeping Tech Talent within the Department of Defense

Recently, DevOpsSec expert Michael Snyder weighed in on the issue on LinkedIn. He urged DoD stakeholders to recognize that the problems they face with their legacy systems are not unique. In fact, they mirror the same fundamental challenges faced by the commercial sector today.

He drew parallels with how auto giant Ford had to significantly adapt to compete with Tesla’s advanced technology. Similarly, military defense contractors like United Launch Alliance (ULA), Boeing, and Lockheed Martin are also dealing with this shift in the technological landscape.

Snyder’s opinion emphasizes that the government needs to build capacity to fully own their software systems, which will require significant investment in application modernization and data architecture integration. The old way of working, he suggested, is like being a hardware supplier, whereas the new path demands a focus on software. Snyder further promoted the importance of learning from industry enterprise leaders, pointing to the DevOps Enterprise Summit as a resource.

In a thoughtful response, Jason P. Lowery, Space Force Guardian and Author of “SoftWar:A Novel Theory on Power Projection and the National Strategic Significance of Bitcoin,” drew attention to an equally critical issue: talent retention. He argued that it is not the lack of knowledge within the DoD that impedes progress, but their inability to retain the necessary human resources.

Lowery pointed out that despite the DoD’s noble mission to protect and defend America, it has struggled to hold onto its tech talent. He cited the limited autonomy and acquisition freedom as key reasons for this shortfall. With the DoD’s tendency to treat its tech talent as a disposable commodity, Lowery suggests the department is effectively driving away the very talent it needs to modernize and keep pace with technological advancement.

His solution? A significant shift in the cultural landscape of the DoD, including greater pay, autonomy, and recognition for its tech talent. Lowery proposed that until we see young tech professionals commanding high salaries and being treated with respect by the department’s top brass, the struggle to modernize and retain talent will persist.

The debate on the matter continues as the DoD faces a digital transformation described in “Software is Eating the Battlespace: Strategies for Operating at Mission Speed in a Modern Digital Battlespace.” The paper suggests that to truly transform the “smart battlespace”, a change in mindset is needed as much as the adoption of new technologies.

In the face of these challenges, the DoD is tasked with creating strategies and processes to prepare service members for operations in an ever-evolving digital battlespace. While the noble cause of serving in the DoD remains, there’s an urgent need for fostering cultures, technical platforms, and shifts in expectations that will motivate future members to innovate ways to deter war and defend the United States.

By acknowledging and addressing these challenges head-on, the DoD can ensure its place in the digital age, adequately equip its service members, and enhance national security.