Mr Matt Roper

·      The defense sector’s procurement structure is inherently bureaucratic and rigid in its nature. Equipped for the procurement of conventional platforms, it poses inhibitors to the adoption of game-changing technologies. What can be done to accelerate the integration of disruptive innovation?

·      Should more efforts be geared towards S&T synchronization and experimentation to field technologies to the front-line at scale and at pace? Should the defense enterprise mimic start-up culture in its approach to the acquisition of commercial technologies and disruptive innovation?

·      Adoption of game-changing technologies requires a change in the mentality of the military commanders. How can we foster a culture of innovation at the heart of the defense enterprise? How should the mentality within the armed forces change to encourage rapid innovation, experimentation, and greater agility?

·      How should training, doctrine, and CONOPS change in response to the integration of disruptive technologies?

·      The space domain allows militaries to conduct activities with uncontested reach, persistence, endurance, and responsiveness. The inherently global nature of space-power offers a multitude of opportunities. How can the armed forces unlock the potential of space assets for future joint operations?

·      The space domain is inherently multi-domain, as an attack against a terrestrial, link, or space asset can neutralize the entire space architecture and produce a detrimental effect on operations. How can armed forces ensure deliberate and synchronized operations across all three segments? How can armed forces better protect their space assets from neutralization by the adversary?

·      How can the armed forces enhance the provision of ISR from space for space operations?

·      The space environment is a commercial entity. What role does the civilian sector play in future space operations? How can militaries better cooperate with civilian corporations in advancing space capability?