Inter-enterprise integration — Moving beyond data level integration

Navy METOC is fundamentally a knowledge-based enterprise. The products are themselves knowledge products and the processes that produce them are based upon the application of highly skilled scientific, warfighting, and information technology know how. The core of Navy METOC value is created from processes that transform massive amounts of environmental measurements, ultimately, into only a few actionable recommendations on the impacts of the environment on personnel, platforms, sensors, weapons, and mission courses of action. These impact assessments are output in support of mission planning, mission execution, mission post-construction and analysis, and mission training processes conducted by our warfighter consumers. Key inputs to our processes come from multiple providers, including other military and non-military METOC enterprises, and warfighter operations enterprises. As with any enterprise, sustained success for Navy METOC requires continuous improvement of the value output from the enterprise, as well as the processes applied in the creation, distribution, and use of output products. Improvement requires that the sources of value are understood, monitored, and optimized. Traditionally, the framework used to depict, understand, and assess the value points in an enterprise is referred to as a value-chain. The value-chain depicts upstream suppliers who provide input to internal processes, a description of key internal processes which produce products, and the downstream customers. In the context of this linear model, it is natural to focus on the exchange of data as the primary means of integration between enterprises. Previous advances in IT (ubiquitous bandwidth, canonical data models, interface adapters, computing power) have supported improved data integration solutions through broader access to relevant information and more flexibility via more loosely-coupled architectures. More recently, the co-evolution of computer science, and warfighter doctrine have created a new model of value creation called Net-Centric Operations & Warfare (NCOW). In this model, visible, accessible, and understandable assets are posted for discovery and use by authorized, potentially unanticipated, consumers of enterprise value. Further these assets are not just data sources; they also include web-based applications, and machine-to-machine (M2M) services. These assets will support not only data integration, but higher levels of inter-enterprise integration including human-to-machine (H2M), human-to-human (H2H), and process level compositions, all targeted to meeting the goals of specific warfighting missions. All DOD enterprises are required to implement strategies, policies, practices, processes and IT solutions that support NCOW. Effective transformation to a NCOW-aligned enterprise requires a clear way to express, understand, implement, monitor, manage, and assess the value of net-centric products and services; as well as the activities and exchanges that support their creation and use. The value of Navy METOC products and services cannot be judged using the traditional measures of business. We cannot demand fees for service from our consumers; and these "captive" consumers have limited options in selecting alternative providers. And yet, low quality products and/or products delivered late relative to an operational timeliness need, can result in less than optimal operations, or even worse, the unnecessary loss of lives and property. Therefore, we must have a means to represent the net-centric exchanges of tangible and intangible value between internal Navy METOC activities and between Navy METOC and external enterprises. In the net-centric world, the value-chain is replaced by the value network. A value network is "any web of relationships that generates both tangible and intangible value through complex dynamic exchanges between two or more individuals, groups or organizations." (Verna Allee). Navy METOC's value network reflects the two-way, iterative exchanges that must exist between our suppliers, consumers, and partners. For example, to support more effective environmental assessments in areas of operational interest, Navy METOC processes now recognize the need to perform tactical sampling of the environment based upon situational awareness of current mission force and threat assets as well as the level of environmental change occurring in the area of interest. In this case, the value network must be designed to inform METOC analysis, prediction, and exploitation processes to become aware of mission situational awareness; to allow METOC collection processes to task available in-situ sensors in the mission area, not all owned by METOC; and to facilitate the transfer of measurements from collection systems to back to METOC systems. Not all of these exchanges are traditional data integration exchanges. Further, the effective implementation of these exchanges depends on the intangible value of "trust" that must be exercised whenever an external enterprise is given control of or even access to an internal asset. The METOC value network should capture exchanges that build such trust. This paper will present the Navy METOC Value Network, examples of key processes of the value network, a net-centric product/service delivery architecture to support implementation of key data and process level integration mechanisms, and a concept for the development and deployment of a key strategic H2M and H2H asset to support mission-based collaboration.