Recommended
Recommended
More Related Content
What's hot
What's hot (18)
Similar to Executive brief 01 september 2021
Similar to Executive brief 01 september 2021 (20)
More from swx-webadmin
More from swx-webadmin (16)
Recently uploaded
Recently uploaded (20)
Executive brief 01 september 2021
- 2. Under a Title 15 Partnership Intermediary Agreement (PIA): • SOCOM • Inter Agency Partners • Industry Partners/Fellows • FFRDC’s/Labs • Academics/Interns • Hackers/Makers “Big Tent” philosophy which includes: + = ERDC Doolittle NPS CFIC MGM
- 3. A platform designed and operated to help solve challenging Warfighter problems through increased collaboration and innovation. I. Create and maintain a platform to accelerate delivery of innovative capabilities to USSOCOM II. Facilitate capability refinement thru exploration, experimentation and assessment of promising technology CHARTER
- 4. Challenges provided by: • Components (425) • TSOCs and SOF Units (80) • HQ/J-Staff (117) Mechanisms: • Projects (266) • Collaboration Events (84) • Assessment Events (42) • Tech Talks (29) • Prize Challenges (25) • Rapid Prototyping Events (7) • Hackathons (7) • Combat Evaluations (2) IMPACTS Knowledge Transfers (489) Validations (242) Collaborative Project Orders (55) Consignments (76) Transitions (37) SOF Challenge Identified SOFWERX Mechanism Applied Opportunity Released to Ecosystem Submissions Due ~ 30 Days After Release Gov Downselects ~ 10 Days After Submissions Received 1-on-1 Event with Government How it WERX
- 5. Lessons Learned Adoption Profile Psychographic Social Technographic 2.5% 13.5% 34% 16% 34% 16% Social Proof Scarcity Innovators Technologists Creators Early Adopters Visionaries Early Majority Pragmatists Late Majority Conservatives Joiners & Spectators Late Mass Skeptics Inactive The Tipping Point 13.5% 34% 34% 2.5% Critics & Collectors • Maintain momentum. • Pivot quickly when it doesn’t work. • You can’t force adoption; the best idea doesn’t always win. • Find products for your customers, not customers for your products. • Own the numbers and don’t do innovation theater. • Execute fiercely and demand excellence. • Build a team of committed stress reducers.
- 6. Types of Innovation: Consequence Negative Payoff Little Great Likelihood High Speed Slow Fast • Incremental • Serves existing customers or markets. It may involve improved, refined, or “incrementally better” products or services. • Adjacent • Involves expansion to an adjacent business or customer arrangement. This innovation typically leverages the company's expertise but does so in new or innovative ways. • Transformational • Requires the creation of entirely new businesses to serve new markets and new customers. Risk Assessment:
- 7. How Are We Different? • Flexible, non-FAR business methodologies and processes • ~81% of submissions come from the SOFWERX non-traditional ecosystem. ~11% come from Sam.Gov. • Neutral facilitation and ideation • Easy to access & reduced barriers Why SOFWERX? • Quick Wins for the Warfighter • Fail Fast / Cost and Risk Avoidance • Refine/Inform Requirements • Flexibility through additional contracting mechanisms
Editor's Notes
- Under Title 15 (Congressional Language) SOFWERX was stood up over 5 years ago under a Partnership Intermediary Agreement between USSOCOM and DEFENSEWERX We are a 501c3, non-profit funded entirely by USSOCOM. We are given a ~5M operating budget a year to keep lights on and salaries paid. All events and initiatives are free. DEFENSEWERX: Our corporate head located in Niceville, FL. They hold the PIAS for several other hubs including Doolittle, ERDCWERX, MGMWERX, and ARCYBER USSOCOM began looking at innovation trends and realized that 1) The innovation base was moving more quickly than Gov and 2) Most of the Innovation base found the Gov slow and did not want to collaborate with them as a whole SOFWERX was the answer to these problems. We create a bridge between Gov and Non-traditional in a mission to equip the Warfighter with best-of-breed capapbilities Because we are non-FAR based, we worked with a “Big Tent” philosophy with our partners. These include the following… We get the most questions regarding hackers. We do work with ethical hackers on several of our projects. Some have even presented at Assessment events – though they used the name Luke Skywalker
- SOFWERX is a neutral platform Think about our world today. The worlds largest cab company owns no cabs (Uber). The worlds largest hotel company owns no hotels (Airbnb). They serve as platforms. SOFWERX sets up coffee dates between Government and Industry. They collaborate within our neutral space, then it is up to the two separate entities to decide if they want to continue the relationship Under our charter, SOFWERX focuses on proof of theory, proof of concept, and rapid prototyping. You will never see SOFWERX mass produce or sell any technology as that would make us a competitor. It is also crucial to understand that SOFWERX does not hold Intellectual Property and we do not take any piece of a company if/when a contract has been awarded by the Gov.
- TIMELINE This is a 30,000 foot view of how day-to-day life goes a SOFWERX Everything starts with a nomination. Before we begin any challenge we have to know 3 things: 1) What short term and long term success looks like 2) Are we curing the symptom or the disease 3) There has to be an acquisition strategy tied to the challenge Once we have the green light from USSOCOM, we then apply some kind of SOFWERX mechanism (event pathways) This opportunity is sent out to our ecosystem via email blast. Note that this is only reserved for business opportunities to USSOCOM. The ecosystem has 30 days to submit their technologies USSOCOM then has 10 business days to downselect. (Ex: If 50 companies submitted, they decide who they want to see demonstrate the tech) It is crucial that Government conducts the downselects and not SOFWERX, again, helping us remain neutral. Once downselects are complete, selectees are invited to come to SOFWERX (currently virtual) to meet 1-on-1 with stakeholders and end users. The grey dotted line represents the hand-off from SOFWERX to USSOCOM There are really 4 pathways a project can go. 1) No path forward “Thank you for your interest in national defense” 2) CPO – SOFWERX enters into a B2B agreement with a company to help raise the Technology Readiness Level (TRL) of a capability that USSOCOM is interested in 3) Consignment/CRADA: Low dollar projects that are a solution to a problem, but does not have to formally transition to a program of record 4) Transitions to PoR via contract with the Gov IMPACTS At SOFWERX, we believe that metrics matter. After 5 years what have we done to help the Warfighter The impacts should be seen more like a bullseye target. Outer ring is Knowledge Transfers: Any new information we are able to give to USSOCOM. Next ring, Validations: Think less about validating technologies and more about coming up with a coalition of the willing to kickstart the project. Next is consignments which we have discussed before: low dollar projects that are a solution to a Warfighter challenge. Bullseye is the Transitions
- This slide shows a few lessons learned within the innovation space. Some highlights include 1) You can’t force adoption (IAMS board is a good example – Hover board brought by Franky Zapatta “Our most successful failure” by the end of the project it could do everything we wanted and more, but USSOCOM was not ready to transition an autonomous capability) 2) The best idea doesn’t always win – It’s the best idea that the project can afford The graph is the Law of Diffusion of Innovation. This states that only 2.5% of the population are true innovators and 13.5% are early adopters. SOFWERX brings these groups together early and often to ensure the best capabilities are making it to the End User. Based on the audience, I sometimes bring up different levels of Innovation 1) Incremental: small increases in a technology 2) Adjacent: Doing what you do best in new markets 3) Transformational: More advanced technologies (Great time to bring up Tech Tuesday) 40/30/30 rule: We spend 40% of our time on Incremental, 30% on adjacent, and 30% on transformational
- Right side of the screen SOFWERX assesses risk on a 4D matrix as opposed to Gov risk matrix. Instead of just taking likelihood and consequence into consideration, we also look at payoff and speed, which gives you more of a footprint visual. Left side of the Screen We are a Non-Far based business We ran analytics for a few of our events and 90% of the submissions came in from our non-traditional ecosystem Neutral facility, safe place for people to ideate and collaborate We are not like USSOCOM, because we are completely UNCLASSIFIED we are able to be transparent with our events and projects.
- Right side of the screen SOFWERX assesses risk on a 4D matrix as opposed to Gov risk matrix. Instead of just taking likelihood and consequence into consideration, we also look at payoff and speed, which gives you more of a footprint visual. Left side of the Screen We are a Non-Far based business We ran analytics for a few of our events and 90% of the submissions came in from our non-traditional ecosystem Neutral facility, safe place for people to ideate and collaborate We are not like USSOCOM, because we are completely UNCLASSIFIED we are able to be transparent with our events and projects.
- The ask at the end of every presentation is for people to get involved. Join the ecosystem, check out our events, follow us on social media.