What is 4IR?
The Fourth Industrial Revolution or 4IR—is the next phase in the digitisation of the manufacturing sector, driven by disruptive trends, including the rise of data and connectivity, analytics, human-machine interaction, and improvements in robotics. Some will extend the industrial digital transformation to include also advances in biotechnology. As a result of this perfect storm of technologies, the Fourth Industrial Revolution is paving the way for transformative changes in how we live and radically disrupting almost every business sector.
Academics are already observing transformation both in the defence industry and gradually also in military affairs. For example, connectivity and data collection enable automation, artificial cognition, autonomy, and enhanced awareness through military operations. So naturally, the U.S.A. aims to sustain their technological advantage by rearranging its defence industry and investing in research and development, such as artificial intelligence. China and Russia also have high expectations for the 4IR enabling capabilities and dual use of emerging commercial technology.
What are the areas of opportunity for 4IR enablement in the defence industry?
Defence capabilities are becoming more socio-technical in nature. Previously independent platforms got connected, and functions on each platform create more value as part of a grid or swarm rather than separately. Soldiers are not working with each other but cooperating with machines through advanced human-machine interfaces. The physical, cyber, and biological realms become interchangeable without clear boundaries. The convergence of the three realms enables the emergency of cyber-physical systems , i.e., software-defined everything or bio-cyber-physical systems, i.e., bio-mimicking systems and cybernetics-driven synthetic biology .
Industrial engineering, design engineering and systems engineering provide a framework to illustrate the systems life cycle, as illustrated in Figure 1. The life-cycle view can recognise some opportunities for 4IR enhancements or even disruptions within the cycle compared to the current situation.
Figure 1: Systems life-cycle view
The first way may disrupt the capability analysis and system requirements establishment of defence systems. In all-domain joint operations, symmetric platform combat is not a valid argument when the military is seeking systems impact and effect. Businesses and offer development may use modelling and simulation to illustrate their differentiation in the market and show how their proposal meets the evolving adversary capabilities.
Secondly, the digital twin concept enables designers to approach the solution with model-driven methods. As a result, possible solutions can be created and proven with real-life data before physical manufacturing or software development.
Thirdly, the 4th industrial revolution will make it possible to produce prototypes faster than ever since one of the most significant barriers to prototyping is time. With 3D printing, the defence industry can create prototypes, experiment, and improve the design faster and cheaper than with 3rd industrial methods.
Fourthly, the 4th industrial revolution will also change how information is shared within the defence industry. The new technologies will enable the real-time exchange of data across multiple sectors. The enhanced data exchange will improve collaboration between specialised industries and support their shared efforts in research and development within a defence ecosystem without working through large system integration consortiums. As a result, opportunities for faster innovation may emerge for clusters of smaller but more effectively cooperating companies. They may work around the defence giants if they can overcome the domestic political and public acquisition barriers.
Fifthly, the new technologies will enable the military to maintain their armament more efficiently. The remote operation requires online connectivity but allows a collection of run-time data from a platform, use of data to simulate availability trajectory, optimise availability, and call platforms individually for physical maintenance. Furthermore, the inspection with computer vision will provide faster and better information on a visible tear and wear than any human technician. Combining data from built-in sensors and visual observation will create a foundation for proactive maintenance. Furthermore, the software-defined features will provide a longer life cycle to military platforms as their features and abilities can be defined and changed by configuring software differently.
The 4th industrial revolution may also affect the acquisition of high-level competencies. The new technologies will enable the establishment of teams of people with tailored competencies for the job. Even further, with digital means of sourcing knowledge workers, the defence industry can use short-term freelance force or award open innovation societies to innovate their offer developments.
What is keeping the defence industry from benefitting from 4IR?
Unfortunately, the military, political interests, and public acquisition behaviour are slowing down the disruption in the defence industry. For example, the volatile globalisation and power competency are shaking the supply chain reliability. Government acquisition regulations, green transfer and national politics are changing the terms and conditions of defence contracts. The competition in edge products and achieved monopolies in other products are creating asymmetric but volatile markets. The core of 4IR is access to data. Therefore, the defence security requirements constrain the sharing and use of data to the fullest. Furthermore, the revolution requires advanced semiconductor circuits, integrated circuits, data engineering and science competencies, intellectual properties, and integration capabilities. The U.S.A., with other advanced manufacturers and designers, are trying to constrain China and Russia from gaining these assets.
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