The Role of Experimentation Campaigns in the Air Force Innovation Life Cycle Proceedings of a Workshop (2016) / Chapter Skim
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3 Air Force Practices Versus Best Practices
3 Air Force Practices Versus Best Practices
Pages 5-14
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From page 5... ...
As a result, the RCO needed to be strategic with regard to how it dealt with other acquisition organizations; thus, every RCO project faced business as well as technical challenges. Despite the perception that the current rules and regulations are too restrictive, the RCO found that it had quite a bit of leeway, as long as it had senior leadership support.
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Global Hawk: Advanced Concept Technology Demonstration Case Study on Successes and Obstacles Robert Mitchell Consultant, Former Vice President for Northrop Grumman Aerospace Systems Background Global Hawk, initially called Tier II+, is a high-altitude, long-endurance, unmanned system comprising an air vehicle with an array of intelligence, surveillance, and reconnaissance sensors, a ground-control system, and communications architecture capable of command and control and sensor data dissemination world-wide. Global Hawk is now a well-established U.S.
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Lynn established a policy of insight versus oversight, and Mr. Mitchell restructured Ryan Aeronautical to create a new commercial Strategic Business Unit.
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Finally, the $10 million UFP would have been achieved except for congressionally mandated funding and procurement constraints. Summary and Conclusions The Tier II+ ACTD was a major success, due to the 1994 Defense Authorization Bill Section 845, "Other Transactions Authority," and the ensuing commitment by both government and industry to work in a different and highly innovative way.
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Our work has focused on developing platform solutions -- in robotics, in sensor systems, in robotic manipulators (robotic arms) , and components and subsystems for the same -- but we also began to experiment and integrate our solutions across these platforms to create novel versatile solutions such as an advanced Rendezvous Proximity Operations (RPO)
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, both providing similar solutions for human transportation.1 On the other hand, a disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market leaders and alliances (e.g., the Ford Model T and mass production of lower-priced automobiles changed the transportation industry) .2 Disruptive innovation may require an entirely different set of operating conditions and mindset than sustaining innovation, thereby creating near-term challenges to both the disrupted and the disrupter.
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Another PPP may be in the making for near- and deep-space exploration technology, with opportunities to create lower-cost space transportation infrastructure by private companies so that the materials needed to power deep-space craft may actually be sourced not on Earth but in space itself. Companies like Trans Astra, for example, are endeavoring to mine asteroids for water and carbon dioxide, some of the key ingredients of rocket propellants.
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INNOVATION MODELS FROM THE VENTURE CAPITAL WORLD Lessons from Venture Capital Industry: How Innovation and Risk Are Managed Arif Janmohamed Partner, Lightspeed Venture Partners Venture capital (VC) firms like Lightspeed from Silicon Valley have spearheaded several waves of disruptive changes in the technology industry, from enterprise infrastructure and mobile technologies to software-as-a-service (SaaS)
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It gets the portfolio companies to identify and reduce key technical risk, and to get customer feedback to see whether the customer really wants the product. Alternate VC Models Alternate VC models include the corporate venture capital model practiced by larger enterprises seeking to bring in external innovation to supplement their existing portfolio of goods and services.
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Innovation is, after all, a set of calculated risks. Teams should have bold visions and plan to disrupt big markets, but they should parse these big challenges into smaller manageable pieces and take incremental steps.
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