Creating Capability for Future Air Force Innovation Proceedings of a Workshop–in Brief (2018) / Chapter Skim
Currently Skimming:
Creating Capability for Future Air Force Innovation: Proceedings of a Workshop - in Brief
Creating Capability for Future Air Force Innovation: Proceedings of a Workshop - in Brief
Pages 1-12
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 1... ...
He described an extensive list of initiatives under way to improve Air Force acquisition, including a resurgence in experimentation and prototyping; revitalizing development planning; exploring options to process data at an enterprise level; delegating authorities to lower levels; reducing bureaucracies, reviews, and redundant regulations; challenging and empowering smaller teams to explore more risky ventures; seeking rapid capability development and agile software development; "pushing" innovation out to the field (e.g., innovation hubs such as
|
From page 2... ...
However, he stressed not to forget that embraces data-informed risk-taking and is about the other inputs necessary for effective illustrative of the challenge facing the Air Force DP, including long-term strategy, assessment of as it tries to adapt to an accelerating technology the threat, current programs of record, concepts environment that will necessitate some level of "smart risk" if the United States is to keep pace with its adversaries. 1 From the AFWERX website on August 13, 2018: "Estab lished in 2017 by the SECAF and reporting to the Vice Chief of Staff of the Air Force, AFWERX is a catalyst for agile Air Force engagement across industry, academia, and non traditional contributors to create transformative oppor tunities and foster an Air Force culture of innovation." See http://afwerxdc.org/.
|
From page 3... ...
Miller showed charts (see Figure 2) depictstudy was that program offices needed to have ing differences in how functionals are evaluated the data and technical knowledge to manage in an Air Force acquisition-organization matrix programs effectively.
|
From page 4... ...
Industry is constantly searching for shop on "Assessment to Enhance Air Force and more effective organizational structures and Department of Defense Prototyping for the methods of communication. The Air Force is not New Defense Strategy,"6 indicated that the cur- unique in its predicament, but joins a commurent program environment is different from nity of organizations experimenting with how the past -- program directors previously had the to envision change for the future.
|
From page 5... ...
With respect to "fear that with cloud computing, machine learning, of failure", a major driver at times in Air Force acAI; and about the overall digital transformation quisition, Joseph believed the leadership needs moving forward, connecting Air Force assets to provide top cover for risk takers. Regarding widely across domains to increase the speed of plans, he argued that they should start simple operations.
|
From page 6... ...
JC Penney's stock tumbled after they ORGANIZATIONS brought in a new leader but mishandled the transformation of the organization. The new ex- Elizabeth Altman opened Session 3 by noting ecutive did not demonstrate empathy or gain a that the world is becoming more interdepenholistic understanding of the specific challenges dent and complex, and thus networked and facing JC Penney, but instead blindly applied or- platform-based organizations are becoming 6
|
From page 7... ...
The way to models to leverage external resources. Altman acquire change is to invite it in and name every stated that since the smartest people are not airman as an innovator -- referencing the Marine isolated to any one organization, it is impera- motto of "every man, a rifleman." On sustaintive that the Air Force take advantage of external ing cultural change beyond current leadership, resources through platform-based ecosystems.
|
From page 8... ...
"culture refresh" -- a program on preparing for new business challenges and new ways of workTHE "HOW" OF MANAGING ing -- in which innovation was a key element. INNOVATION AND CHANGE These examples led to descriptions of the tools Todd Jick opened Session 4 by discussing re- and techniques used to drive and guide culture search and best practices in change manage- change, such as a values refresh, change-leadment.
|
From page 9... ...
Against the timately, reform efforts would be implemented backdrop of how an innovative officer like this and tailored to the specific issues affecting the might progress in today's Air Force, Johns intro- newly acquired organization. The demonstraduced Danny Miller (managing director, CLR tive process of responding to suggestions and Leadership Development)
|
From page 10... ...
and foreshadowed additional low neighbors, and do not collide. elementsof Boeing' transformation -- specifically Boeing's Horizon X effort -- that would be dis- Bonchek said the job of an exponential leader cussed after the next presentation, an explana- is to build a system such that the "everyonetion of moving companies from incremental to and-no-one" leadership can happen to create exponential advancement.
|
From page 11... ...
He then discussed a multi-year evolution -- nization of some form, but until the Air Force from venture capital investments, to events and defines its future destination, the details of how competitions, to Phantom Works,10 to emerging the network should be developed (to empower business opportunities -- and now HorizonX, a future organizational structure that embraces which has the specific task of doing things that the attributes stated in General Wilson's openthe core company cannot do, can serve as an ing comments) are not easily defined.
|
From page 12... ...
, Boeing Company; David Hardy, Retired Senior Executive, Air Force and Department of Defense; Todd Jick, Columbia Business School; and Elizabeth Altman, University of Massachusetts, Lowell. STAFF: Steven Darbes, Research Associate; Kevin Suchernick, Research Assistant; Marguerite Schneider, Program Coordinator; Joan Fuller, Director, Air Force Studies Board.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.