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Presented August 2011 to the federal Ideation Community of Practice re: NASA’s innovation strategy, including use of innovation platforms (internal and external tools for crowdsourcing ...

Presented August 2011 to the federal Ideation Community of Practice re: NASA’s innovation strategy, including use of innovation platforms (internal and external tools for crowdsourcing collaboration) and innovation spaces (hacking spaces, TechShop/FabLab/etc.)

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Nasa at i_co_p_aug2011 2 Nasa at i_co_p_aug2011 2 Presentation Transcript

  • Innovation Platforms and SpacesNASA’s Strategy for InnovationCase Studies, Best Practices, and Forward PlansIdeation Community of Practice (ICoP)August 9, 2011
  • Innovation Strategy and ResultsiCOP – Washington, DCAugust 9, 2011
    Jeffrey R. Davis, MD
    Director, Space Life Sciences, NASA
    Jennifer A. Fogarty, PhD
    Innovation Lead, Space Life Sciences, NASA
    Cynthia M. Rando, CHFP
    Innovation and Strategy Coordinator, Wyle
    Samantha Snabes
    Deputy Strategist, Wyle
  • Strategic Initiatives
    • Summary: Innovation Strategy
    • Driven by visioning exercise and strategic plan
    • Informed by alliances benchmark and Harvard Business School open innovation and portfolio mapping models and collaborative projects
    • Tested by innovation pilot project
    • Realized by establishing:
    • NASA Human Health and Performance Center (October 2010)
    • Center of Excellence for Collaborative Innovation (July 2011)
    • Future work
    • Continue collaborative innovation initiatives
    • Pursue collaborative research models
    • Develop Strategic Framework for Innovation
    3
  • Strategic Initiatives
    Why Else Collaborate?
    Federal government policy
    • The President’s Sept 2009 Strategy for American Innovation
    • Calls on agencies to increase their ability to promote and harness innovation using tools such as prizes and challenges
    • Dec 2009 OMB memo
    • Requires agencies to further these principles
    • Mar 2010 OMB memo
    • Provides guidance on policies and issues related to using prizes and challenges to promote innovation
    4
  • Innovation Pilots
    Four pilot projects
    • InnoCentive- posts individual challenges/gaps to their established network of solvers (~300,000)
    Financial award if the solution is found viable by the posting entity
    • Yet2.com- acts as an actual technology scout bringing together buyers and sellers of technologies
    Option to develop partnerships
    • NASA@work-internal collaboration platform leveraging expertise found across NASA’s 10 centers
    • TopCoder - open innovation software company with a large network of solvers (~300,000)
    Variety of skill-based software coding competitions
    5
  • NASA Pavilion on InnoCentive
    6
    Global Appeal-
    2900 solvers
    80 Countries
  • InnoCentive Pilot Results
    7
  • Important for protecting health in space flight
    Previous work to extend prediction capability beyond 1-2 hours not successful
    Challenge:
    4-24 hour prediction
    2 sigma confidence interval
    Result:
    8 hour prediction
    85% accuracy
    3 sigma confidence interval
    Solution submitted by retired Radiofrequency engineer
    8
  • 9
    yet2.com
  • 10
    yet2.com PilotResults
  • Yet2.com example: Bone Imaging
    Page 11
    11
  • NASA@work
    12
  • NASA@workCenter Participation
    13
  • Example: JSC Challenge
    The Challenge:
    Non-Invasive Means to Detect Internal Leakage
    This Challenge asked Solvers to identify technologies and/or concepts which will provide monitoring of the pressure in a small volume between seals (or valves) non-invasively.
    The Participation:17 Participants from 7 Centers20 Discussion Posts
  • Non-Invasive Means to Detect Internal Leakage
    The Solution:
    Marshall applied a Wireless Ceramic Pressure Sensor that they had tested and had experience using in Structural Health Monitoring applications.
    Challenge Owner Feedback:
    “Half of the Solutions were deemed by the team to be of sufficient quality to consider for an award. My team chose to award the Solvers for their ‘Wireless Ceramic Pressure Sensor’ concept which holds promise.”
    “I hope that NASA adopts this platform as an ongoing tool. It provides the opportunity to break down the "silos" that all too often impede the open flow of solutions.”
  • 16
    TopCoder
  • TopCoder Experience
    Opportunity presented to NASA by Harvard Business School
    • Research project to compare outcomes of collaborative and competitive teams
    • NASA provided the problem statement
    Optimize algorithm that supports medical kit design
    Competition began on 11/04/2009 and lasted approximately 10 days
    • 2800 solutions were submitted by 480 individuals
    • Useful algorithm developed and incorporated into NASA model
    • Team felt this process was more efficient than internal development
    • Next steps – NASA Tournament Lab with HBS and TopCoder developed to seek many novel optimization algorithms for ISS
    17
  • Portfolio Analysis - Metrics
    Metrics in development
    Direct costs of open innovation tools
    Indirect costs (NASA/Contractor team member time)
    Determine “best” success rate for challenges conducted
    Compare to existing tools
    For example, average challenge <$50K to phase I SBIR $100K; grants usually much more
    Intangibles
    Connect NASA expertise internally
    Develop new collaborations externally
    Promote the space program (participatory exploration)
    18
  • Innovation Pilot Lessons Learned
    Challenge/Technical Need Training
    Identification
    Development
    Predictive Implementation
    Legal Restrictions
    Participation
    Challenge team development
    Owner and support team
    Funding Plan
    Posting cost
    Awards Fees
    Follow-up and predicative implementation
    19
  • Next steps
    Longer term contracts for external crowdsourcing, consortium, and internal collaboration platforms
    Centralized resource using our most experienced people
    Decision framework for using open and traditional problem solving tools together
    20
  • NASA Human Health and Performance Center
    Membership
    90 + members: http://nhhpc.nasa.gov
    Seven NASA Centers
    International Space Station partners: JAXA, DLR
    Government orgs: FAA, GSA, USAF Research Labs, two NIH Centers, FDA, USAID, ONR
    Academia: FAA COE (Stanford), MIT, UTMB, Tufts, Clemson
    Corporate: Philips, Johnson & Johnson, Procter & Gamble, General Mills, Nike, GE, InnoCentive, Yet2.com, Cazneau, Pitney Bowes, UnitedHealth Group, Kimberly-Clark Corp.
    Nonprofits: Mozilla, Southwest Research Institute, The National Center for Human Performance, San Diego Zoo, Draper Lab, Prize4Life
    Second Workshop: Connecting Through Collaboration – October 18, 2011
    21
  • Collaborative Tools
    NHHPC Wiki
    Facilitates collaboration across NASA centers and outside organizations. Features include:
    Discussion Forums
    Workspaces for project development
    Searchable member directory
    Multiple privacy settings
    Content and resource sharing
    Internal SharePoint sites
    Centralized repository for official media
    Content Management System
    Social Media
    22
  • 23
    Collaborative spaces at NASA
    “People science, not rocket science”
    Open Government Initiative
    NASA Headquarters
    Nick Skytland
    Chris Gerty
    Sean Herron
    Ali Llewellyn
    cultivating transparency, participation, and collaboration
    through NASA’s policy, technology, and culture
  • Collaborative Spaces
    24
    “Affordances” of any collaborative space…
    [Reference: Harvard Business Review, July-Aug 2011]
    Proximity“Functional Centrality”
    Privacy(In the availability of it)
    Permissiongiven from above?
  • Case Study: The “Über Café”
    25
    Proximity
    Privacy
    Permission
  • Case Study: The “sp.ace”
    26
    Proximity
    Privacy
    Permission
  • Case Study: The “Sandbox”
    27
    Virtual Participation in work
    Management Approvals in work
    Proximity
    Privacy
    Permission
  • Case Study: The “Charette”
    28
    Large Virtual Component
    Proximity
    Privacy
    Permission
  • Questions, Answers, and Discussion
    29