In 1983 Sekora was an intelligence officer within the U.S. Defense Intelligence Agency (DIA), working on preventing the flow of western military technologies to the Soviet Union. At the time, the intelligence agencies of the Soviet Union like the KGB and GRU were very aggressive in their efforts to acquire technology from the United States as well as from various other western countries like France and Germany. They were using a multitude of covert and overt, legal and illegal means to acquire western military technologies. For example, DIA would block KGB's acquisition of a sensitive U.S. technology that the KGB had trans-shipped through an intricate maze of front companies throughout Africa (it turns out that the KGB was ultimately successful by trans-shipping it through European front companies).
It became clear that the United States' technology policy was radically different from the policies of all the other countries that Sekora had interacted with. The U.S. technology policy consisted primarily of protection in the form of export controls to prevent the flow of U.S.-developed technology to military adversaries. In contrast, the technology policies of all other countries of the world addressed the flow of technology both into and out of the country. Surprisingly, this was the policy of both U.S. adversaries and allied countries, and it was used by the countries to address both their military as well as commercial technologies.
The U.S. approach was premised on the notion that all technology of value to the United States was in the United States, that the most effective means to have the technology was to execute internal research and development (R&D), so therefore, the only necessary national technology policy was to prevent its flow out of the country. In addition, only the flow of U.S. military critical technologies to the United States' military adversaries needed to be restricted.
So while the U.S. approach to technology policy was focused on simply reducing the flow of military technology, its ability to generate an economic competitive advantage was starting to rapidly deteriorate in several key industries, including the U.S. auto industry. By contrast, other countries were executing strategies to manage the flows of commercial and military technologies into and out of their respective countries to systematically and efficiently build their economic and military strengths.
Sekora concluded that in order for the United States to remain competitive, economically and militarily, the United States must abandon its simplistic approach to technology and execute strategies that managed the flows of technology into and out of the country in a manner that was superior to that which was executed by all its military competitors and commercial adversaries. The rest of the world was playing chess with the world's technologies, and the United States had to become the grand master of technology chess.
Sekora thereafter initiated the Socrates Project within the Defense Intelligence Agency.
The Socrates Project from its inception had a twofold mission. First was to determine the true underlying cause of the United States' declining competitiveness. Second was to use this understanding to develop the means to rebuild America's competitiveness.
In the early 1980s, it was becoming apparent to some people that the United States was losing its competitiveness. However, the Socrates team saw that what amounted to "one-liner" explanations of the reasons for the United States' declining competitiveness (e.g., "Japan, Inc.", "A non-level playing field")—which were widely distributed and fully accepted—were too superficial for Socrates' mission of rebuilding America's competitiveness, and were not supported by what was seen while working on the issue of preventing the Soviets from acquiring Western technology.
To determine the source of the U.S. competitiveness problem, Project Socrates assembled an all-source intelligence system which enabled the project to examine competition on a global scale. The combination of deep intelligence and digital data provided a bird's-eye, holistic view of all forms of competition worldwide.
Development any complex software and hardware systems, including complex systems for scientific using, being based on 35 years of the experience. Today is a pensioner 74 years, citizen of U.S.
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