A New Vision For NASA
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A New Vision For NASA



A proposed framework to modernize NASA and create a new engine for industry and economic growth. Created for Business Communication class @ CUNY Baruch College Zicklin School of Business by Andrew ...

A proposed framework to modernize NASA and create a new engine for industry and economic growth. Created for Business Communication class @ CUNY Baruch College Zicklin School of Business by Andrew Yakovlev 2010



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  • Good Evening, thank you all for coming. Special Thanks to professor Mancuso for organizing this forum <br /> My name is Andrew Yakovlev, analyst at ABC consulting and specialize in finding high investment return opportunities and advising our clients on the best strategies. <br /> 10 years working in hitech, first to create strategy for green tech (solar, wind, construction) <br /> New OBAMA initiative, exciting first, then politics set in <br /> Already started looking at opportunities - elements are there, but at this point little promise <br /> In spite of the problems we decided to look into a framework that can build on existing situation WHITEPAPER <br /> <br />
  • I&#x2019;ll start with a general overview of where NASA is today. What do you guys think? What&#x2019;s the first thing that pops into your minds? Not too great right. <br /> Couple of exhibits from the whitepaper to bring the point home. <br /> New framework. This is not just a proposal. This will happen sooner or later, my hope that it is sooner. And there is money to be made even at this pre-natal stage. <br /> The plan consists of creating a sort of Facebook for players in the space. <br /> A technology tree, a roadmap strategy <br /> And a proposal for the creation of a special board to oversee these elements <br /> <br /> <br />
  • This is a quote from last year&#x2019;s review of the U.S. Human Spaceflight Plans Committee. It&#x2019;s about 150 pages long, but basically this quote sums it up in a nutshell - the whole thing is in trouble. <br /> NASA has been making unreachable promises, failing without enough capital support. <br /> And its really no wonder when you consider that the organization is at the whims of short term politics. <br /> It is Rocket Science, and that means long-term meticulous planning. And the amount of resources and man power required can only be provided by a free market. <br /> The FY11 proposal does call for more engagement with the private sector, starting with outsourcing low-orbit delivery. But it cause instant uproar from the more entrenched lobbying interests. More on that later. So we got a list of problems. <br />
  • The Augustine report outlines some of these things <br /> Here are some more problems that plague NASA and make it hard for it to COMPETE. (China, India) <br /> From the investing perspective the lack of vision coupled with <br /> a feudal relationship with large Military industrial corporations screams MONEY PIT. <br /> Couple that with a bad brand and communication, and well its one of those things why not just tear the whole thing apart and start from scratch? <br /> That&#x2019;s not right because there&#x2019;s a great tradition, a brand can always be reenergized. <br /> Before I dive into my proposed solutions I&#x2019;d like to throw out a couple slides to help visualize the situation. <br />
  • The red line is the percentage of all agency funding that NASA gets, see the spike - that&#x2019;s Apollo. <br /> This is not the GOV, the % would be even lower just relative to other departments - agriculture, defense. <br /> So How important is it for us to go to space? <br /> Even if you look at 91 to 2007 the budget growth basically stalled, once the Cold war was over. <br /> And this speaks volumes about NASA&#x2019;s current position as something obsolete, unfortunately a picture of managed decline. <br />
  • But there are still crumbs left on the table. And they&#x2019;re not really &#x201C;spread around&#x201D; <br /> NASA employs 300000 contractors <br /> As of 09 this is where 70% of NASA&#x2019;s contracts went. Up top is Lockheed Martin and Boeing, along with &#x201C;smaller players&#x201D; like Northrop Grumman and Raytheon (the guys that make cruise missiles) they get about 40% of business. <br /> <br /> George Bush decides we go to MARS!!! <br /> <br />
  • Now we&#x2019;re looking at NASA&#x2019;s organization chart. <br /> Not a corporation, there are semi autonomous feudal plots - Directorates overseen by the Administrator. 18000 employees <br /> <br /> What I&#x2019;d like to point out here, is this little area over in upper left. This is the NASA Advisory Council. There are 11 people on it and they make &#x201C;recommendations&#x201D; on basically everything. <br /> The Council consists of nine committees, Aeronautics, Audit, Finance and Analysis, Commercial Space, Education and Public Outreach, Exploration, Information Technology Infrastructure, Science, Space Operations, and Technology and Innovation. That&#x2019;s a lot of stuff for 11 people no? <br /> NASA has nowhere near a Board of directors, and I think that&#x2019;s a huge problem. <br /> So there&#x2019;s an organizational, financial and operational inefficiency. <br /> <br />
  • Good News is that NASA Administrator Charles Bolden is onboard <br /> There&#x2019;s Office of Small Business Programs, The Small Business Innovation Research and Technology Transfer Programs. <br /> <br /> Use latest IT to centralize information and become a database for scientific, technological and financal information. <br /> Formulate strategy - MIT white paper &#x201C;Flexible Path&#x201D; and I call technology tree <br /> Create a Space Industries Board, modeled after War Industries Board WWI designed/overseen by Bernard Baruch <br /> Board&#x2019;s focus on strategy and synergy between the public, private, and government interests. <br /> Engage the free markets and entrepreneurial spirits, there&#x2019;s money to be made. A single small asteroid if harvested can be a greater resource and energy bonanza that earth has ever seen. <br /> Of course this will create its own bubbles and hucksters, but ABC consulting will be there to sort them out. <br />
  • Our world is governed by information. Business that use it most effectively prosper. <br /> This is the same approach. <br /> A comprehensive platform from which NASA can monitor progress of different companies, seeing how well resources are allocated, spotting opportunities. <br /> This is what all companies running Enterprise Software like SAP have at their fingertips. <br /> The technology, best practices, expertise - it&#x2019;s there already <br /> <br />
  • Of course, the biggest challenge of Data is what to do with it? <br /> This is where the technology tree comes in, its a way for NASA to have a roadmap of which technologies need to be prioritized. <br /> A way to see goals as a set of stepping stones that bring one towards cheaper and more efficient ways of exploiting space. <br /> Of course we&#x2019;ll need a good way of deciding what the goals are, the priorities and the technologies. This is where the board comes in. <br />
  • The space industries board should have a diverse makeup. <br /> This will ensure a breadth of opinions and also a large segment of involvement. <br /> Ideally I&#x2019;d have this board be also in charge of the budge, more like a tradition Board of directors. <br /> But for now I&#x2019;d be happy if it&#x2019;s setup to mediate between the industries, government and public media space. Again just as the WIB did during WWI when the country needed a way to make sure that we had enough munitions or resources like rubber to supply our troops. <br /> With it in place and charged with changing NASA&#x2019;s operations we really start to get something. <br />
  • I see NASA reestablishing its brand where &#x201C;Rocket Scientist&#x201D; or &#x201C;Astronaut&#x201D; regain their allure, at the expense of &#x201C;Banker&#x201D; or &#x201C;Quant&#x201D;. Taking back the best brightest from Wall Street and actually having them contribute something. <br /> NASA does become a great revolving door, where there&#x2019;s financial opportunity. Someone starts their career at NASA figures out the working and priorities of the board and database, starts their own company, gets financing, makes money, later on joins up on the board. <br /> With a right synergy and right catalysts NASA can become this benevolent force that births a whole new SPACE INDUSTRY. And when I see glimmers of that, you can be sure that ABC consulting will have a whole slew of ideas for you to put your money in. <br /> <br /> The whitepaper that this presentation is based on will be released next week, but to tonight&#x2019;s audience I want to make it available immediately, so just go down to abcconsulting.com and there&#x2019;ll be a window asking for a code its SPACE2010. <br /> THANK YOU <br />

A New Vision For NASA Presentation Transcript

  • 1. A NEW VISION FOR NASA Creating the framework for human space flight Presenter Andrew V. Yakovlev ABC CONSULTING
  • 2. ROADMAP TO VIABILITY 1. NASA’s Challenges 2. Exhibits 3. A New Framework 4. SpaceTech Database 5. Technology Tree 6. Space Industries Board 7. The Promise of Space
  • 3. THE AUGUSTINE REPORT “The U.S. human spaceflight program appears to be on an unsustainable trajectory. It is perpetuating the perilous practice of pursuing goals that do not match allocated resources. Space operations are among the most demanding and unforgiving pursuits ever undertaken by humans. It really is rocket science. Space operations become all the more difficult when means do not match aspirations. Such is the case today.” October 2009 Washington, DC * Excerpted from “Seeking a Human Spaceflight Program Worthy of a Great Nation” by the Review of U.S. Human Spaceflight Plans Comittee
  • 4. NASA’S CHALLENGES • Chronically underfunded • Subject to short term political whims • Lacks an independent and coherent direction • Client-contractor relationship with industry • Bureaucratic organization • Lackluster brand and communication plan
  • 5. THE BUDGETS NASA Budgets in BIL USD vs. % of All Agency Outlays $20,000.00 5% NASA BUDGET % TOTAL AGENCY OUTLAYS $16,000.00 4% $12,000.00 3% $8,000.00 2% $4,000.00 1% $0 0% 1962 1965 1968 1971 1974 TQ 1979 1982 1985 1988 1991 1994 1997 2000 2003 2006 2009 * Source Whitehouse.gov
  • 6. TOP 25 CONTRACTORS Lockheed Martin Corp. Boeing Co. California Institute of Technology Jacobs Engineering Group Inc. Alliant Techsystems Inc. United Technologies Corp. Northrop Grumman Corp. SAIC SGT Inc. Computer Sciences Corp. Government of Russia Honeywell Inc. Defense Industry corporations Johns Hopkins University Wyle Laboratories Inc. get over 40% of NASA’s Orbital Sciences Corp. Arctic Slope Regional Corp. contracts. G4S PLC Ball Corp. Raytheon Co. Hensel Phelps Construction Co. Indyne Inc. ITT Corp. University of California System University of Maryland System Assoc. Univ. Research & Astronomy $0 $750,000,000 $1,500,000,000 $2,250,000,000 $3,000,000,000 * Source GovermentExecutive.com
  • 7. NASA ORGANIZATION Advisory Groups Chief Financial Officer* Chief Scientist NAC ASAP Office of the Inspector General Chief Information Officer* Administrator Chief Technologist Diversity and Equal Legislative and Chief, Safety and Chief Engineer Employment Opportunity Intergovernmental Affairs* Mission Assurance Office of Chief Health and Medical Independent Program Education Communications* Officer and Cost Evaluation International and Small Business Programs Interagency Affairs General Counsel Aeronautics Mission Support Science Mission Research Mission Ames Johnson Space Directorate Directorate Research Directorate Center Center Dryden Flight Kennedy Budget Internal Controls Exploration Research Management and and Management Space Operations Center Space Center Systems Mission Systems Support Systems Mission Directorate Directorate Glenn Langley Research Research Headquarters NASA Shared Center Center Operations Services Center Goddard Marshall Space Program and Space Flight Human Capital Flight Center Institutional Center Management Integration Jet Propulsion Stennis Space Laboratory Center Infrastructure Procurement Note: * Center functional office directors report to Agency functional AA. Deputy and below report to Center * Source NASA.gov Protective Services leadership. February 22, 2010
  • 8. A NEW FRAMEWORK • The organization’s mission is evolving • NASA as space industry information hub • Formulator of vision and tech strategy • Promoter/Regulator industry relationship • The Space Industries Board • Opportunity to leverage public and private
  • 9. SPACETECH DATABASE • Centralized location for all space industry information • Makes it easy to spot opportunities and monitor progress • Part social and open, part confidential and protective of intellectual property (IP)
  • 10. TECHNOLOGY TREE • Represents all possible paths of research • Each technology researched opens up more options
  • 11. SPACE INDUSTRIES BOARD • Includes scientists, engineers, politicians, businesspeople and media • Decides on the makeup and roadmap of the technology tree • Promotes synergy between industry, government and the public
  • 12. THE PROMISE OF SPACE • New opportunity for best and brightest • Economic stimulus • Promote competition, but maintain standards • Accelerate the maturation of the industry • Catalyst for profound change • New opportunities for capital investment abcconsulting.com