AAC Corporate Identity

Mission Statement: AAC’s mission is to serve our customer and community interests as we deliver innovative, progressive technology and supportability solutions to complex challenges in high technology markets through coalition-based open architecture enterprises.

Core Values: AAC strives to deliver best-in-market enterprise solutions through open business partnerships, open system technologies, and multi-community planned commonality.

Organizing Principles: AAC ensures its best-in-market position by delivering affordable accelerated OA solutions through "Enterprise Engineering." This approach focuses on market "communities of interest" (COI) commonality based on progressive "best of breed" capabilities and technologies. Enterprise engineering spans across advanced development, engineering development, full scale development, production manufacturing, and in-service support. Our process employs engineering focus teams:

1. Our best-of-breed (BoB) integrated engineering teams are focused on developing advanced functional "component" capabilities and progressive technology improvements via open business coalitions;
2. Our build-test-build (BTB) integrated engineering teams are focused on demonstrating integrated "domain" capabilities that are built on BoB functional components via open systems integration;
3. Our common superset baseline (CSB) integrated engineering teams are focused on building, certifying, and fielding integrated systems built on common BTB integrated capabilities via open architecture transition paths, ensuring enterprising COI commonality through planned reuse; and
4. Our in-service support (ISS) integrated engineering teams are focused on supporting fielded common superset baselines via open support and open services transition paths.

Market Objectives: AAC’s corporate market objectives employ an enterprising approach to market opportunities, building strength through core enterprise positions and ensuring growth through innovation and adjacent market opportunities. Our principle enterprise market interests include --

1. Maritime Domain Awareness: Distributed Operations, Surveillance, Strike, Situational Awareness, Security, Self Defense, Force Protection;
2. Maritime Domain Supportability: High Fidelity Modeling & Simulation, Test & Evaluation, Training & Readiness, Learning and Knowledge Management;
3. Services & Architecture: Multi-Warfare Interoperability, Package Services.

AAC’s Enterprise Strategic Plan is based on an enterprise market sector analysis that is intended to identify "keep/capture" objectives and priorities as a "look through market space." Each year, the corporate leadership convenes to establish an annual three-year baseline of the corporate business plan. The business plan baseline process is led by AAC’s Enterprise Strategic Planning (ESP) Team, and the resulting three-year business objectives are prioritized and fit to capacity in accordance with required corporate review and approval.

Organizational Design: AAC executes it enterprise engineering activities through geographically distributed, locally led centers of excellence (COEs), each of which is resourced to provide complimentary (vice competing) engineering and programmatic support for AAC’s enterprise activities, ensuring that the AAC RCI "whole" is greater than the sum of its parts. COE alignment strives for proficient, unified, cross functional enterprise engineering focus teams (described above) aligned with enterprise market Major Programs, Products & Services RCI roles and responsibilities. Each COE will at times be both the designated lead on a particular "Major Program" or integrated system engineering activity, and the provider of common "Best of Breed" products/services to that engineering activity. In this way, the COEs provide, maintain, and cultivate the engineering resources required to plan and develop our BoB products and services, and to execute assigned keep/capture Major Programs, in accordance with corporate enterprise market and engineering objectives. These integrated top-down (planning) and bottom-up (execution) activities are continually evaluated as part of AAC’s metric-driven, results-oriented Planning, Performance, and Evaluation Continuum.

Business Practices: AAC’s business practices reflect our commitment to a corporate "culture of discipline," a culture built upon disciplined people, disciplined thought, and disciplined action. Our business development activities are conducted through an objective-based, metric driven 5-step Revenue Capture & Transition (RCT) process for planning and managing revenue generation and execution. Our engineering management activities are conducted through an objective-based, metric driven 5-step rapid capability insertion (RCI) process for program execution. Both our RCT and RCI processes are the product of an enterprising business plan that continually maps our enterprise objectives across business areas, continually aligns our business objectives with market sponsorship decision milestones, and continually executes to our business plan baseline with a critical path focus-and-finish emphasis. These business practices make possible – and profitable – AAC’s enterprise engineering business success and market leadership.

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