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H4D Lecture 1.5 beneficiaries Stanford 2016

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agile, business model, defense innovation, customer development, h4d, hacking for defense, lean, lean launchpad, lean startup, stanford, steve blank

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H4D Lecture 1.5 beneficiaries Stanford 2016

  1. Session 1.5: Who Are The Beneficiaries? Pete Newell, Tom Byers, Joe Felter, Steve Blank
  2. Agenda • Lecture: Beneficiaries
  3. Customer Development in the DoD/IC: Beneficiaries
  4. Concept Developer - Write concepts and conceptualizes the capabilities required to support them - Focus is on 10-30 years out from present Masters the art of the imaginable The Major Players
  5. Concept Developer - Write concepts and conceptualizes the capabilities required to support them - Focus is on 10-30 years out from present Masters the art of the imaginable Capability Manager - Writes Requirements that will achieve the capabilities imagined by the Concept Developer - Integrates capabilities (DOTMLPF) - Focuses on 3-10 years out Masters the art of what’s possible The Major Players
  6. Concept Developer - Write concepts and conceptualizes the capabilities required to support them - Focus is on 10-30 years out from present Masters the art of the imaginable Capability Manager - Writes Requirements that will achieve the capabilities imagined by the Concept Developer - Integrates capabilities (DOTMLPF) - Focuses on 3-10 years out Masters the art of what’s possible Program Manager - Buys things that meet the capability managers’ requirements - Operates on a Congressional budget cycle: now to 3 years out Masters the art of what’s available The Major Players
  7. Concept Developer - Write concepts and conceptualizes the capabilities required to support them - Focus is on 10-30 years out from present Masters the art of the imaginable Capability Manager - Writes Requirements that will achieve the capabilities imagined by the Concept Developer - Integrates capabilities (DOTMLPF) - Focuses on 3-10 years out Masters the art of what’s possible Program Manager - Buys things that meet the capability managers’ requirements - Operates on a Congressional budget cycle: now to 3 years out Masters the art of what’s available User - Focuses on the moment - Has problems they can’t explain - Gets no vote…except when... Achieves the impossible with what is on hand The Major Players
  8. Concept Developer - Write concepts and conceptualizes the capabilities required to support them - Focus is on 10-30 years out from present Masters the art of the imaginable Capability Manager - Writes Requirements that will achieve the capabilities imagined by the Concept Developer - Integrates capabilities (DOTMLPF) - Focuses on 3-10 years out Masters the art of what’s possible Program Manager - Buys things that meet the capability managers’ requirements - Operates on a Congressional budget cycle: now to 3 years out Masters the art of what’s available User - Focuses on the moment - Has problems they can’t explain - Gets no vote…except when... Achieves the impossible with what is on hand The Major Players
  9. How this problem And this proposed solution That’s agonizingly slow – so where are the islands of innovation? Became this solution
  10. The Advantages of Dual use Technologies
  11. Questions to ask everyone you talk to - What operating concept is this problem related to (why is this a problem) and who authored the concept? - If you can’t share the concept with me because it is classified or the distribution is limited, can you explain a commercial concept that is similar? - Who is/are the capability manager(s) that will eventually write a requirement for the solution we might come up with? - What engineering development centers, national labs etc. are doing research into the technology associated with the gap this problem falls in? - Who is/are the Acquisition Program Manager(s) who will eventually buy the solution? - Who will use a solution to this problem? If I can’t access them directly do you know of anyone with a similar problem in the commercial world? How do I find out more?

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