Lean Startup & Corporate Innovation Strategies - April 2015Kevin Shutta
Intro to Lean Startup and insight into the barriers and strategies for corporate innovation. Corporate Innovation inspired by Trevor Owens, CEO of Lean Startup Machine.
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The Business Model Canvas is a strategic tool for entrepreneurs to define their business model. This agile tool can be used before investing into a business plan. The presentation was made for Brampton Entrepreneur Centre Starter Company winners.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
Which Innovation Framework do you use, the 10 types of innovation or the busi...Heather McQuaid
Which innovation framework, the 10 types of innovation or the business model canvas, is more useful in helping people realise that 'innovation' isn't just about a product (or service)? I was surprised that no one had published (or at least made freely available) a comparison of the 10 types of innovation and the 9 building blocks of the business model canvas. So I attempted a mapping and here's what I found.
Lean Startup & Corporate Innovation Strategies - April 2015Kevin Shutta
Intro to Lean Startup and insight into the barriers and strategies for corporate innovation. Corporate Innovation inspired by Trevor Owens, CEO of Lean Startup Machine.
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The Business Model Canvas is a strategic tool for entrepreneurs to define their business model. This agile tool can be used before investing into a business plan. The presentation was made for Brampton Entrepreneur Centre Starter Company winners.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
Which Innovation Framework do you use, the 10 types of innovation or the busi...Heather McQuaid
Which innovation framework, the 10 types of innovation or the business model canvas, is more useful in helping people realise that 'innovation' isn't just about a product (or service)? I was surprised that no one had published (or at least made freely available) a comparison of the 10 types of innovation and the 9 building blocks of the business model canvas. So I attempted a mapping and here's what I found.
KTN’s Innovation Canvas is designed to help you to identify the steps needed to make your idea succeed. It provides a powerful framework for assessing the strengths and weaknesses of a specific project, identifying the most urgent challenges to overcome, and prioritising what action to take. During this 1-hour webinar we explained how to make the most of all the Innovation Canvas has to offer, providing attendees with all the information needed to get started.
Berkeley Method of Innovation LeadershipIkhlaq Sidhu
Berkeley Method of Innovation Leadership. A method and language to adapt, do new things, change culture, match strategy, set innovation mindset and psychology.
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.
The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.
This is a sample report.
Innovation is something new, something original out of the existing resources. It may span over : product, process, services, business model, delivery model or thought process or organisational structure
Make User Experience Part of The KPI Conversation With Universal MeasuresUserZoom
Join Dr. Andrea Peer and learn:
-How Universal Measures makes tangible the abstract concept of experience for your organization
-How practitioners can make experience a critical KPI for their organization
-Ways to establish experience score goals for all lines of business
-The benefits Universal Measures brings to executives and stakeholders
Women in Innovation - My Innovation: describing what I am applying forKTN
The award is for innovators looking to scale up and grow their innovative company or to carry out an innovative project. In this workshop, we will discuss how to:
- Scope the project that you are looking to get funded
- Present your value proposition
- Describe it in the context of your ambitions to grow and scale your business
- Articulate the benefits you will gain from the non-financial support available
Never Miss An Opportunity: How ISO 56000 Enables an Innovative OrganizationShelley Reece
One of the challenges for innovators is how to integrate innovation with Quality Management (QMS) and balance the culture of creativity with execution. Join Peter Merrill as he walks us through the newly published ISO 56000 series on Innovation Management, specifically the Guidance Standard ISO 56002 that discusses how to establish an Innovation Management System (IMS). He will take you through the elements of innovation management from strategy development, through risk assessment to solution delivery.
Part 5: The Foundation | Building a Culture of Excellence Webinar SeriesJuran
This session will see us build our house of excellence just like we build a home. We begin with a strong foundation – a foundation that includes aligning your “initiatives” to the organizational strategy, selecting the right methods and tools with proper governance, and implementing the infrastructure changes necessary to support the “home.”
Similar to Pete Newell & Steve Blank on Diagnostics and Metrics for Innovation (20)
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
2. • US Army Colonel (Retired)
• Enlisted National Guardsman
• Commanded platoon, company, battalion and brigade Infantry units
• Combat tours in Panama (1989) and Iraq (2004 & 2009)
• Watch Officer on duty in the National Military Command Center (Pentagon) on
9/11
• Led the U.S. Army Rapid Equipping Force
• 360 projects, 115 material deployments, 20 Program of Record transitions
• $1.5B invested
• Defense News 100 most influential people in the Defense Industry (2012)
• Co-Founder and CEO, BMNT (2013)
• Forbes top 25 veteran founded start-ups in America (2015)
• Inc 1000 list of the fastest growing private companies in America (2017)
• Co-Author, Hacking for Defense
• Co-Founder and Board Director H4Di.org (2015)
• Seed Investor, Board Advisor and Board Director
• Visiting Fellow, National Defense University (2014-2016)
Pete Newell
2
3. Steve Blank
• Innovation consultant to the Intelligence community
• Co-author: Hacking for Defense (H4D)
• Co-author: I-Corps @ NSA
• Author: NSF I-Corps
• Co-creator of the Lean Startup methodology
• Participant/founder 8 startups in Silicon Valley
• Author The Four Steps to the Epiphany and
The Startup Owner’s Manual
• Stanford - Adjunct Professor / Columbia – Senior Fellow
• USAF 1971-1975 EW/ELINT in TAC and SAC
3
12. 2017
We deployed the Innovation Pipeline
& a few new tools
12
2019 BMNT & Steve Blank
13. An Innovation Pipeline
That solves the Red Queen Problem
Requires a disciplined, evidence-based, data-driven, process for
connecting innovation activities into an accountable system that rapidly
delivers solutions to hard problems
Here is our Example
13
16. 2018
We got out of the building and gathered data
…and we learned a ton
16
17. Individual
Innovation
Innovation
Activities
Single-Team
Innovation
Operational
Innovation
Process Examples Deliverables
Heroic Innovators Alliance One-off successes
Frustration w/system
Activities/
Training
Lean, Design Thinking,
Hackathons, Incubators,
Maker Spaces
Innovation Demos,
Prototypes
People
Lean/I-Corps I-Corps@NSA, H4D
Problem Curation
Evidence-based MVPs
Pipeline Innovation Pipeline – CIA
H4X
Deliver more, faster
Decision Points
Contracts HRFinance LegalProcurement Security
• One of the things we learned was that bottlenecks to
innovation existed everywhere
• We asked, “Why?”
• And how can we fix it?
17
2019 BMNT & Steve Blank
18. Individual
Innovation
Innovation
Activities
Single-Team
Innovation
Operational
Innovation
Leadership
Process Examples Deliverables
Heroic Innovators Alliance One-off successes
Frustration w/system
Activities/
Training
Lean, Design Thinking,
Hackathons, Incubators,
Maker Spaces
Innovation Demos,
Prototypes
People
Lean/I-Corps I-Corps@NSA, H4D
Problem Curation
Evidence-based MVPs
Pipeline Innovation Pipeline – CIA
H4X
Deliver more, faster
Decision Points
Guidance/
Investment/Org
Decisions
• In a perfect world the DNI would extend current guidance
to include Innovation Guidance:
1. Replace capabilities that atrophy (tech, tradecraft, etc.)
2. Create new capabilities that get us ahead of adversaries
3. Create new processes to do more faster
4. Create a way to rapidly reconfigure and standup
new organizations as new threats and tech emerges
5. Create innovation processes, procedures and orgs to do so
Innovation as a
parallel system
Innovation Doctrine
Barrier Reduction
18
2019 BMNT & Steve Blank
19. Individual
Innovation
Innovation
Activities
Single-Team
Innovation
Operational
Innovation
Leadership
Process Examples Deliverables
Heroic Innovators Alliance One-off successes
Frustration w/system
Activities/
Training
Lean, Design Thinking,
Hackathons, Incubators,
Outposts, Maker Spaces
Innovation Demos,
Prototypes
People
Lean/I-Corps I-Corps@NSA, H4D
Problem Curation
Evidence-based MVPs
Incubator-ready Team
Pipeline Innovation Pipeline – CIA
H4X, ONR
Deliver more, faster
Decision Points
Innovation
Network
Guidance/
Investment/Org
Decisions
Innovation as a
parallel system
Innovation Doctrine
Barrier Reduction
19
2019 BMNT & Steve Blank
21. Individual
Innovation
Single-Team
Innovation
Operational
Innovation
Leadership
Process Examples Deliverables
One-off successes
Frustration w/system
Lean/I-Corps I-Corps@NSA, H4D
Problem Curation
Evidence-based MVPs
Pipeline Innovation Pipeline – CIA
H4X
Deliver more, faster
Decision Points
Guidance/
Investment/Org
Decisions
Innovation
Network
Problem:
• It’s not a perfect world
• Leadership is focused on execution
• Innovators feels like it is a continual uphill battle
Innovation as a Pillar Coffee Cups,
Lanyards, posters
There is a fix
• Diagnostics
• Metrics
• Doctrine
21
2019 BMNT & Steve Blank
25. What We Learned: The Innovation Pipeline
• Leadership needs metrics to defend their decisions and resource requirements
• Goals need to be set, investments made and resources applied at every step of
the pipeline
• Problem curation is more complex and critical than we thought. Prioritization is
the output, not a next step
• Skilled practitioners and experienced entrepreneurs are needed both inside and
outside the agencies
• We need to incubate better: We’ve created a “Bermuda triangle” where nascent
teams are lost because they are not ready for an accelerator or to transition to a
program
252019 BMNT & Steve Blank
26. What We Learned: The Innovation Pipeline
There are 5 critical components to each step in the pipeline:
1. Strategy
2. Pipeline Process
3. Operational Support
4. Activities, Methodologies and Tools
5. Metrics and Data
26
2019 BMNT & Steve Blank
27. What We Learned: The Innovation Pipeline
There are GO/NO-GO stops between each step
27
2019 BMNT & Steve Blank
28. … and in the next two days you’re going to hear from others who also
got out of the building and got real data
1:15-2:30 Setting the tone: Doctrine, Diagnostics and Prime
Investments - Part I
2:30-2:45 Break
2:45-4:00 Setting the tone: Doctrine, Diagnostics and Prime
Investments - Part II
4:00-4:15 Break
4:15-5:15 Discussion #1: Internal Innovation (Lead by Kevin
Keaton, NSA; facilitated by Steve Weinstein)
5:15-6:00 Ranch tour, reset, dinner prep
6:00-8:00 Dinner: Discussion #2: Countering Chinese
investment in the US (Lead by Mike Brown, DIU; facilitated by
Steve Blank)
9:00-10:00 Discussion #3: Scaling Innovation (Lead by Rich Carlin,
ONR; facilitated by William Treseder)
10:00-10:30 Break: Birds of a feather #1
10:30-11:30 Discussion #4: Investing in Innovation (Lead by Chris
Moran, LMCO & Steve Bowsher, IQT; facilitated by Heather Richman)
11:30-12:30 Lunch: Discussion #5 (Innovation Education Panel;
facilitated by Pete Newell)
12:30-1:30 Discussion #6: Building an Innovation Strategy (Lead by
Christy Monaco; facilitated by Doug Weinstein)
1:30-2:30 Discussion #7: Diagnosing the Innovation System (Lead by
Doug Cate, DIA; facilitated by Brian Miller)
2:30-2:45 Innovation Pipeline Cohort Results
2:45-3:15 Break: Birds of a feather #2
3:15-4:00 Wrap up - What’s important (Pete / Steve)
Today Tomorrow
28
30. Diagnostics & Metrics: The Innovation Pipeline
Activities, Methodologies, & Tools
Operational Support
Pipeline & Infrastructure Process
Strategy
Metrics & Data 30
2019 BMNT & Steve Blank
31. Strategy: The Innovation Pipeline
Strategy
The team responsible for the step needs
established goals for the step
Leadership needs established goals for each
step
31
2019 BMNT & Steve Blank
32. Pipeline & Infrastructure: The Innovation Pipeline
Pipeline & Infrastructure Process
Process
• What’s the input and where does it
come from?
• What’s the output (deliverable
product of this step)?
Team / Resources
• What team and what expertise is needed
for the team managing the pipeline?
• What about for teams going through the
pipeline?
• What resources are required (funding,
contracts vehicles, facilities)
32
2019 BMNT & Steve Blank
33. Operational Support: The Innovation Pipeline
Organizational support
• Contracts & contracting officers,
Human Resources, Security, access to
testing facilities, standing exceptions to
policy
Operational Support
Leadership support
• Provide resource & compliance approvals,
conduct firefighting, act at key decision
points between steps.
33
2019 BMNT & Steve Blank
34. Activities, Methodologies, Skills & Tools: The Innovation Pipeline
Activities and Methodologies
• What methodologies are used to
perform this step
• Skills required and experiences needed
Activities, Methodologies, Skills & Tools
Skills and Tools
• Skills need to enable execution
• Tools applied to collect insight
34
2019 BMNT & Steve Blank
35. Metrics & Data: The Innovation Pipeline
Metrics are used to measure throughput
and quality of output
Metrics & Data
Vital signs (data) are used to check
performance
35
2019 BMNT & Steve Blank
37. TRL+ IRL+ ARL
Measure Readiness
How to Measure Team Progress Through the Innovation Pipeline
37
38. Measure Team Progress
• Measure Technology Readiness, Investment Readiness and
Acquisition/Deployment Readiness
• All are data-driven and evidence-based
• Each team can track their own progress
• Leadership can measure teams progress
• Can establish funding and deployment milestones based on TRL/IRL/ARL number
38
2019 BMNT & Steve Blank
39. Technology + Investment + Adoption
Readiness Level
TRL
Problem validation
Complete a first-pass canvas
Problem/Solution Validation
Low Fidelity MVP Experiments
Validate Solution/Mission fit
Validate right side of canvas
Prototype High-Fidelity MVP
Validate left-side of canvas
Validated funding/deployment
IRL ARL
39
2019 BMNT & Steve Blank
45. NASA/DOD Technology Readiness
Levels 3 & 4
Research to prove Feasibility
• Experimental proof of concept
• Breadboard validation in lab
Research
Concept
45
46. NASA/DOD Technology Readiness
Levels 5 & 6
Demo Prototype
• Breadboard validation outside the building
• System demo in real-world
Research
Concept
Demo
46
48. TRL Measure Team Progress
• TRLs are data-driven and evidence-based
• Each team can track their own progress
• Leadership can measure teams progress
• Can establish funding milestones based on TRL number
48
49. IRL – Measure
Investment Readiness
How to Measure Team Progress Through the Innovation Pipeline
49
50. Investment Readiness Level
• A Formal Way to Quantify Relative Risks
• Data Driven
• Analog to NASA/DOD Technology Readiness Level
50
53. Mission Model Canvas drives the –
Investment Readiness Level
Mission Model Canvas = hypotheses of how you
create and deliver value for the
DOD/IC and the warfighter
Source: Alexander Osterwalder- Business Model Generation
KEY
PARTNERS
Value
Proposition
CHANNELS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEY
ACTIVITIES
KEY
RESOURCES
Beneficiaries
Deployment
Buy-
in/Support
Mission Achievement
Value
Proposition
Activities
Resources
Partners
Costs
53
54. Mission Model Canvas
Source: Alexander Osterwalder- Business Model Generation
KEY
PARTNERS
Value
Proposition
CHANNELS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEY
ACTIVITIES
KEY
RESOURCES
Beneficiaries
Deployment
Buy-
in/Support
Mission Achievement Factors
Value
Proposition
Activities
Resources
Partners
Costs
How does the
team get “Buy-
In” from all the
beneficiaries?
How will we deploy
the product to
widespread use?
What constitutes a
successful
deployment?
Who are our
most important
customers?
Stakeholders?
What are their
pains/gains?
What job do
they want us to
get done for
them?
How are we
solving each
customers
pains/gains?
What
product/service
features match
their needs?
What key activities
do we need to be
expert in?
What key resources
do we need to own
or acquire?
Financial? Human?
Who are our key
partners?
Suppliers?
What are we
getting from
them?
Giving them?
What is the Mission Budget/Cost? How will we measure Mission Achievement?
54
56. Investment Readiness Level
Problem validation
Complete a first-pass canvas
Problem/Solution Validation
Low Fidelity MVP Experiments
Validate Solution/Mission fit
Validate right side of canvas
Prototype High-Fidelity MVP
Validate left-side of canvas
Validated funding/deployment
KEY
PARTNERS
Value
Proposition
CHANNELS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEY
ACTIVITIES
KEY
RESOURCES
The IRL answers questions about
the Mission Model Canvas in
Curation, and Discovery
56
57. IRL Measure Team Progress
• IRLs are data-driven and evidence-based
• Each team can track their own progress
• Leadership can measure teams progress
• Can establish funding milestones based on IRL number
57
58. Technology Readiness Level + Investment
Readiness Level
Problem validation
Complete a first-pass canvas
Problem/Solution Validation
Low Fidelity MVP Experiments
Validate Solution/Mission fit
Validate right side of canvas
Prototype High-Fidelity MVP
Validate left-side of canvas
Validated funding/deployment
TRL IRL
58
59. ARL – Measure
Adoption Readiness
How to Measure Team Progress Through the Innovation Pipeline
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60. ARL - Adoption
Readiness Level
• The TRL answers questions about the technology
• The IRL answers questions about the Mission Model Canvas
in Curation, Discovery and Incubation
• The ARL answers questions about Incubation & Transition
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61. Adoption
Readiness Level
The ARL answers questions
Incubation about Transition
Sponsor $s to figure out
solution/ mission fit
Sponsor & Problem Owner
Commitment to find a solution
Teams Funded
Funded Pilots
Field Trials
*Final DOTMLPF
Deployment
Leadership commitment
Final Requirement
* DOTMLPF is defined in The Joint Capabilities Integration Development System, or JCIDS Process.
The JCIDS process provides a solution space that considers solutions (stated in terms of diplomatic or military
organization) involving a simulation of doctrine, organization, training, materiel, leadership and education,
personnel, and facilities (DOTMLPF) required to accomplish a mission.[2
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62. ARL Measure Progress
to get a solution adopted
• ARLs are data-driven and evidence-based
• Each team can track their own progress
• Leadership can measure teams progress
• Can establish funding milestones based on ARL number
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63. TRL+ IRL+ ARL
Measure Readiness
How to Measure Team Progress Through the Innovation Pipeline
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64. Technology + Investment + Adoption
Readiness Level
TRL
Problem validation
Complete a first-pass canvas
Problem/Solution Validation
Low Fidelity MVP Experiments
Validate Solution/Mission fit
Validate right side of canvas
Prototype High-Fidelity MVP
Validate left-side of canvas
Validated funding/deployment
IRL ARL
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66. Strategy
- What’s the goal for the Team
- What’s the goal for Leadership
Pipeline & Infrastructure Process
Process
- What’s the input and where does it come from?
- What’s the output (deliverable product of this step)?
Team / Resources
- What team and what expertise is needed?
- What resources are required (funding, contracts,
exceptions)
Operational Support
- Type of organizational support required (contracts, HR,
Security)
- What leadership is required (resource/compliance decisions,
firefighting etc)
Activities, Methodologies, Tools and Metrics
Activities and Methodologies
- What methodologies are used to perform this step
- Skills required and experiences needed
Tools and Skills
- Tools applied to collect insight
- Skills need to enable execution
Data and Assessments
- What metrics are used to measure throughput
- What vital signs (data) are used to check performance
INNOVATION PIPELINE SELF ASSESSMENT KEY
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67. M Indicate missing components
Highlight program weaknesses
Highlight program strengths
Comment
Score
Indicate score for each sub-category
1 - 5
1 – Dysfunctional or missing component
5 – Exceptional
Total
Total all scores from subcategories
INNOVATION PIPELINE SELF ASSESSMENT KEY
Teams’ goals are defined to achieve pipeline stage
Appropriate input is available to garner success
Team & expertise is available to achieve success
Organizational support is available for this stage of
the pipeline
Activities are being executed to generate output
Tools defined to collect insight
Metrics are defined to determine success on this
stage of the pipeline
Leadership’s goal is defined to achieve pipeline
stage
Output is generated to drive next stage of the
pipeline
Resources are available to achieve success
Leadership available & decisions points identified
to have progress on this pipeline stage
Methodologies defined/used to guide discovery
Training is being provided to develop execution
skills
Data is collected to measure vital signs for this
stage of the pipeline
Score Score
Score Score
Score Score
Score Score
Score Score
Score
ScoreScore
Score
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69. Sourcing – Strategy: The Innovation Pipeline
Strategy
• Goal for the Innovation Team: Build a repeatable
and scalable sourcing process that ensures there is a
fresh pool of ideas, tech, people and problems that
is exponentially larger than the number of solutions
desired to be deployed (using internal and external
resources)
• Goal for Agency Leadership: Gain the peripheral
vision needed to:
• provide early warning that disruptive tech may by
accelerating
• Build systems to enable the org to rapidly seize
opportunities to disrupt our enemies
• Retaining the agility to respond to the unknown (at
scale)
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70. Sourcing – Process: The Innovation Pipeline
• Input to Sourcing: Active internal / external
sourcing efforts
• Output to Curation: Large pool of people, tech,
ideas & problems (pool continuously refreshed)
• Innovation team and expertise needed: Active &
aggressive Ecosystem Architects with local
knowledge, internal and external sourcing
programs, great Bus Dev / Connector skills
Pipeline & Infrastructure Process
Resources required:
• Full time & contract ecosystem sourcing team
• Physical space
• Contracting, financing, legal and security
liaisons
• $’s for travel, $ to host programs (ie:
Hackathons, Sprints)
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71. Sourcing - Operational Support: The Innovation Pipeline
• Organizational support required: Contracts, HR,
Security, engineering and R&D liaisons with
authority for sourcing exceptions
Operational Support
• Leadership support required: Prioritize current &
future problems for the innovation team. Provide
the support to allow rapid and fast track internal
and external sourcing of tech, problems and
people by providing parallel processes for
security, contracting, HR, finance, policy and
engineering.)
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72. Sourcing - Activities, Methodologies, Tools & Metrics:
The Innovation Pipeline
• Methodologies to perform sourcing: Funnel,
Hackathons, Crowd Sourcing, Kickstarters, external
partnerships, proxy generation, Outreach Services,
Extraction Workshop, H4X
• Skills/experiences to perform sourcing: Aggressive
connector, team/coalition builder, connection to
senior leadership, organizational silo breaker
Activities, Methodologies, Skills & Tools
• Skills for execution: Aggressive ecosystem
development team, H4X, Lean
• Tools applied to collect insight: Osterwalder
Portfolio Management, innovation pipeline model,
input / output ratio / funnel metrics, Problem
Sourcing Canvas
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73. Sourcing – Metrics & Data: The Innovation Pipeline
Metrics & Data
Metrics
• # of active internal and external sourcing programs
• Ratio of new sources netted each event to those
actually engaged in other parts of the pipeline
over time (passive vs active connections)
• Ratio of entities sourced vs entities accepted into
next phase (1-1 ration indicates a weak sourcing
mechanism, 4-1 may be more preferable)
Data
• # and diversity of independent sources (tech,
people, problems & ideas) across three horizons
of potential innovation
• # of active engagements from the pool that
remain engaged in follow-on steps (ie; # of
innovators and entrepreneurs moving into
curation)
• # of vetted problems accepted into Curation
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75. Strategy
Process
Team &
Resources
Operational
Support
Activities &
Methods
Metrics
& Data
Team’s goals are defined to achieve pipeline stage Leadership’s goal is defined to achieve pipeline
stage
Appropriate input is available to garner success Output is generated to drive next stage of the
pipeline
Team & expertise is available to achieve success Resources are available to achieve success
Organizational support is available for this stage of
the pipeline
Leadership available & decisions points identified
to have progress on this pipeline stage
Activities are being executed to generate output Methodologies defined/used to guide discovery
Tools defined to collect insight Training is being provided to develop execution
skills
Metrics are defined to determine success on this
stage of the pipeline
Data is collected to measure vital signs for this
stage of the pipeline
Tools &
Skills
Score Score
Score Score
Score Score
Score Score
Score Score
Score Score
Score Score
*Total
Score
SOURCE
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77. Curation – Strategy: The Innovation Pipeline
Strategy
• Goal for the Innovation Team: Build a repeatable
and scalable curation and prioritization process
that creates a vetted problem pool that is
exponentially larger than the number of solutions
desired to be deployed
• Goal for Agency Leadership:
• Continuous insight into emerging problems and
the decay of current assets.
• Establish organizational momentum for
innovation based on a prioritized portfolio
(Horizon 1, 2, 3) of current & future problems.
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78. Curation – Process: The Innovation Pipeline
• Input from Sourcing: a healthy & diverse pool of
ideas, problems, technology and innovators
from active internal AND external sourcing
programs
• Output to Discovery: prioritized portfolio of
curated problems. Concept sketch for how the
problem presents itself, initial tech & expert
ecosystem map, problem sponsor & champion
for each problem
Pipeline & Infrastructure Process
• Innovation team expertise needed: Problem
Curation team, technology analysis, ecosystem
architects
• Resources required: Full time curation team,
physical space, contracting, financing, legal and
security liaisons. $’s for travel. Organizational OK
for curation team to spend time on
problems/tech in the pipeline, teams into the
pipeline
782019 BMNT & Steve Blank
79. Curation - Operational Support: The Innovation Pipeline
Operational Support
• Organizational support required: Contracts, HR,
Security, engineering and R&D liaisons with
authority for sourcing exceptions
• Leadership support required: top-level
agreement for fast track sourcing, committed
funding, written exceptions for security,
contracting, policy, legal for innovation sourcing
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80. Curation - Activities, Methodologies, Skills & Tools:
The Innovation Pipeline
• Activities supporting curation: Active outreach
to find problems and sponsors, Problem Curation
Workshop, Technology Exploration
• Methodologies to perform curation: Problem
Curation, Concept (CONOP) development, MVP
development, Mission Model Canvas (MMC),
Portfolio map, Investment Readiness Level (IRL) /
Technology Readiness Level (TRL) / Adoption
Readiness Level (ARL)
Activities, Methodologies, Skills & Tools
• Skills & experiences to perform curation: Problem
Curation, Talking to Humans, Interviewing, Lean,
Technology Assessment, Design Thinking, MVP
development, Iterative Development
• Tools applied to collect insight: Problem curation
workbook, petal diagrams, Value Proposition
Canvas (VPC), Collaboration Map
802019 BMNT & Steve Blank
81. Curation – Metrics & Data: The Innovation Pipeline
Metrics & Data
Metrics
• Ratio of problems / new concepts curated vs
those accepted into Discovery (1-1 reflects a
weak pool, 4-1 is closer to historical norms from
REF and H4D)
• Ratio of problems / new concepts spread across
Alex O’s portfolio map vs 3 Horizons
• Initial TRL / IRL and ARL established
• Quality of teams in Discovery - how many meet
minimum standard & remain intact
Data
• # of beneficiary, innovators, entrepreneurs and
tech expert interviews conducted to validate
problems & ideas
• Diversity of innovators, entrepreneurs and
experts engaged in validation
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83. Strategy
Process
Team &
Resources
Operational
Support
Activities &
Methods
Metrics
& Data
Team’s goals are defined to achieve pipeline stage Leadership’s goal is defined to achieve pipeline
stage
Appropriate input is available to garner success Output is generated to drive next stage of the
pipeline
Team & expertise is available to achieve success Resources are available to achieve success
Organizational support is available for this stage of
the pipeline
Leadership available & decisions points identified
to have progress on this pipeline stage
Activities are being executed to generate output Methodologies defined/used to guide discovery
Tools defined to collect insight Training is being provided to develop execution
skills
Metrics are defined to determine success on this
stage of the pipeline
Data is collected to measure vital signs for this
stage of the pipeline
Tools &
Skills
Score Score
Score Score
Score Score
Score Score
Score Score
Score Score
Score Score
*Total
Score
CURATE
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85. Discovery – Strategy: The Innovation Pipeline
• Goal for the Innovation Team:
• Build a repeatable and scalable discovery
process that validates problems and solution
pathways, while also narrowing the potential
solution teams to only the most viable for
further investment.
• Run a Lean/I-Corps model using synchronous
teams, MMC, MVPs
Strategy
Goal for Agency Leadership: Establish a
continuous flow of options to:
• Accelerate to replace decaying/lost
capabilities
• Provide options to disrupt emerging
protagonists
85
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86. Discovery – Process: The Innovation Pipeline
• Input from Curation: prioritized portfolio of curated
problems. For each problem; concept sketch for
how the problem presents itself, initial tech & expert
ecosystem map, problem sponsor & champion
• Output to Incubation: Validated MVPs, test data and
a pathway to deliver a solution; teams with the
potential to deliver; Early adopters/1st customer ID’d
• Innovation Team expertise needed: Lean/I-Corps
Instructors, internal entrepreneurs recruited to
teams to build agency buy-in & coalition.
Pipeline & Infrastructure Process
• Expertise for the team in the pipeline:
Hypothesis generation, MVP development,
MVP testing development, Interviewing
techniques, data capture
• Resources are required – Full time innovation
team, physical space, contracting, financing,
legal and security liaisons. $’s for travel.
Organizational OK for innovators to spend
time on problems/tech in the pipeline, teams
into the pipeline. Other orgs bought into 1)
fast track process 2) adoption of output 86
87. Discovery - Operational Support: The Innovation Pipeline
• Organizational support required:
• Contracts, HR, Security, engineering and
R&D liaisons with authority for discovery
and MVPs;
• Understanding how to “get to Yes” from
those groups;
• Unfettered access to potential
beneficiaries.
• Coaches and mentors to support teams in
discovery
Leadership support required:
• Top-level agreement for fast track MVPs;
• Funding for teams in the discovery process
(travel, prototyping, stipends, pay); w
• Written exceptions for security, contracting,
policy, legal for innovation sourcing;
• Designated/trained organizational POCs in
contracting, HR, Resource Management
• Firefighting board of organizational leaders
capable of reducing barriers for innovation teams
Operational Support
87
88. Discovery - Activities, Methodologies, Tools & Metrics:
The Innovation Pipeline
• Activities supporting discovery: Hacking
for Defense, I-Corps, Exploration
Workshops, Discovery workshop, Product
Jam / Experimentation Workshop
• Methodologies to perform discovery: Lean
StartUp, MVP Development, Mission
Model Canvas (MMC), Business Model
Canvas (BMC), Portfolio Management,
Activities, Methodologies, Skills & Tools
• Skills & experiences to perform discovery: Innovation
teams need innovator + entrepreneurs; Pipeline
leadership team needs to build agency buy-in and
coalition; Internal & external entrepreneurs recruited
to teams; Prototyping ability
• Tools applied to collect insight: Mission Model Canvas
(MMC), Business Model Canvas (BMC), Innovation
Portfolio Map, Investment Decision Support Tool (IRL,
TRL, ARL), Funnel Metrics, Workflow maps, User
journey map, HMW statements 88
2019 BMNT & Steve Blank
89. Discovery – Metrics & Data: The Innovation Pipeline
Metrics & Data
Metrics
• Ratio of teams entering discovery vs those
moving on to incubation (1-1 ratio is flat,
historical norm from venture due diligence, H4D
and REF is ~4-1)
• TRL, IRL and ARL established as part of decision
to move forward into incubation
• Ratio of teams in discovery spread across Alex
O’s portfolio map vs 3 Horizons
• Quality of team transitioning to Incubation
(focused on left side of MMC)
Data
• # of hypothesis and MVP’s generated
• # of team pivots
• # and diversity of interviews conducted
• TRL, IRL and ARL at completion of Discovery
• # of external partners and internal parts of
organization engaged
89
91. Strategy
Process
Team &
Resources
Operational
Support
Activities &
Methods
Metrics
& Data
Team’s goals are defined to achieve pipeline stage Leadership’s goal is defined to achieve pipeline
stage
Appropriate input is available to garner success Output is generated to drive next stage of the
pipeline
Team & expertise is available to achieve success Resources are available to achieve success
Organizational support is available for this stage of
the pipeline
Leadership available & decisions points identified
to have progress on this pipeline stage
Activities are being executed to generate output Methodologies defined/used to guide discovery
Tools defined to collect insight Training is being provided to develop execution
skills
Metrics are defined to determine success on this
stage of the pipeline
Data is collected to measure vital signs for this
stage of the pipeline
Tools &
Skills
Score Score
Score Score
Score Score
Score Score
Score Score
Score Score
Score Score
*Total
Score
DISCOVER
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93. Incubation –The Innovation Pipeline
• Goal for the Innovation Team: Build a
repeatable and scalable incubation process –
establish a supply of investible solutions -
matching the number desired to be deployed
Strategy
• Goal for Agency Leadership:
• Awareness and visible support of insertion of
new solutions into existing program.
• Funding for the teams in the incubator, active
pipeline participation (mentors, coaching, etc.),
continued support
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94. Incubation – Process: The Innovation Pipeline
• Input from Discovery:
• Validated MVPs and test data and a pathway to deliver
a solution; teams with the potential to deliver;
• Early adopters/1st customer ID’d
• Output to Transition – Investible entity with validated
IRL, TRL and ARL
• Innovation Team expertise needed: Domain expert
coaches and mentors, Pipeline leadership to build
agency buy-in and coalition. Understand the politics of
transition
Pipeline & Infrastructure Process
• Resources Required:
• Recruit developers to teams in pipeline,
physical space, contracting, financing, legal and
security liaisons.
• $’s for travel and funding for teams.
Organizational OK for innovators to spend full-
time on problems/tech in the pipeline.
• Other orgs bought into 1) fast track process 2)
adoption of output
94
95. Incubation - Operational Support: The Innovation Pipeline
• Organizational support required:
Contracts, HR, Security, engineering
and R&D liaisons with authority for
discovery and MVPs.
Understanding how to “get to Yes”
from those groups. Coaches and
mentors
Operational Support
• Leadership support required:
• Written agreement for how incubation moves to
transition from contracting, security, legal, engineering,
etc.;
• Funding for teams; Written exceptions for security,
contracting, policy, legal for innovation sourcing;
• Firefighting board of organizational leaders capable of
reducing barriers for innovation teams;
• Prioritization for testing and evaluation
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96. Incubation - Activities, Methodologies, Skills & Tools:
The Innovation Pipeline
• Methodologies to perform incubation: MVPs,
MMC, active coaching and mentoring,
transition plans, scale and deployment plans
• Skills/experiences to perform incubation:
innovation teams need innovator +
entrepreneurs + developers. Pipeline leadership
team continue to build agency buy-in and
coalition. Recruit developers to teams in
pipeline
• Skills for execution: Investment due diligence,
gov contracts/grants management; prototyping,
Agile Development, Scrum, IP assignment,
partnership building, Business Development
• Tools applied to collect insight: MMC, IRL, TRL,
ARL, Funnel metrics
Activities, Methodologies, Skills & Tools
96
97. Incubation - Activities, Methodologies, Skills & Tools:
The Innovation Pipeline
Metrics & Data
Metrics
• Ratio of teams in incubation vs those gaining
follow-on investment (for H1 teams maybe 2-1,
H2 teams 4-1, H3 teams 10-1)
• Change in TRL, IRL and ARL of teams throughout
Incubation and at departure to transition
• Condensation: # of projects in discovery
combined into one effort moving forward to
incubation
Data
• # and ratio of MVP’s moving to prototype
development
• Size / scale of initial and subsequent user pools
gained during incubation
• $ committed to team during incubation
• # and amount of follow-on investment, grants
and gov contracts received
• # of other organizations engaged
97
99. Strategy
Process
Team &
Resources
Operational
Support
Activities &
Methods
Metrics
& Data
Team’s goals are defined to achieve pipeline stage Leadership’s goal is defined to achieve pipeline
stage
Appropriate input is available to garner success Output is generated to drive next stage of the
pipeline
Team & expertise is available to achieve success Resources are available to achieve success
Organizational support is available for this stage of
the pipeline
Leadership available & decisions points identified
to have progress on this pipeline stage
Activities are being executed to generate output Methodologies defined/used to guide discovery
Tools defined to collect insight Training is being provided to develop execution
skills
Metrics are defined to determine success on this
stage of the pipeline
Data is collected to measure vital signs for this
stage of the pipeline
Tools &
Skills
Score Score
Score Score
Score Score
Score Score
Score Score
Score Score
Score Score
*Total
Score
INCUBATE
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101. Transition – Strategy: The Innovation Pipeline
• Goal for the Innovation Team: Establish a
pathway for off ramping a team from the
innovation team to a transition team or
program; manage organizational technology
refactoring
Strategy
• Goal for Agency Leadership:
• Support of insertion of new solutions into existing
program – specifically by providing Funding and
headcount for new solution insertion
• Recognize and manage organizational technology
refactoring
• Establish guidance for transition of solutions that
fit in the white space between programs (who is
responsible for accepting?)
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102. Transition – Process: The Innovation Pipeline
• Input from Incubation: Investible entity with
validated IRL, TRL and ARL
• Output to the agency: A scalable solution that is
delivered in time to have an impact
• Innovation Team expertise needed: At this step
oversight responsibility should move from the the
innovation team to a transition team capable of
refactoring the solution to deliver at scale
Pipeline & Infrastructure Process
• Resources Required:
• Funds for testing, advanced prototyping and
access to facilities;
• Funds for training, sustainment for 1 year to
support the transition of a prototype into a
program of record (POR);
• Augment the innovation team with members
of the organizational transition team
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103. Transition - Operational Support: The Innovation Pipeline
• Organizational support required:
• Contracts, HR, Security, engineering and
R&D liaisons with authority for
prototype development, testing &
evaluations.
• Access to users; Understanding how to
“get to Yes” from those groups. Coaches
and mentors
Operational Support
• Leadership support required:
• Written agreement for how incubation moves to
transition from contracting, security, legal, engineering,
etc.;
• Funding for teams; Written exceptions for security,
contracting, policy, legal for innovation sourcing;
• Firefighting board of organizational leaders capable of
reducing barriers for scaling teams;
• Prioritization for testing, evaluation and forward
deployment 103
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104. Transition - Activities, Methodologies, Skills & Tools:
The Innovation Pipeline
• Methodologies to perform transition:
Refactoring, Organizational Change
Management, Sustainment packaging, Training
Development, Kaizen for continuous
improvement (Toyota’s engineering way)
• Skills/experiences to perform transition: Agile,
Scrum, Deployment planning, Training
development, integration, supply chain
management
• Skills for execution: Transition management,
budgeting, experimentation design, supply chain
development, POR management, POM planning
• Tools applied to collect insight: User surveys,
adoptions surveys, localization tools (solution
performance at different units, bases etc)
Activities, Methodologies, Skills & Tools
104
105. Transition - Activities, Methodologies, Skills & Tools:
The Innovation Pipeline
Metrics & Data
Metrics
• Ratio of teams receiving initial investment
leaving incubation to those receiving follow-on
investment (different ratio for H1, H2 and H3)
• Ratio of teams in transition to those accepted in
POR or theater sustainment (different ratio for
H1, H2, H3)
• Average time spent in transition (shorter for H1,
longer for H3)
Data
• Realized beneficiary value (impact on original
problem)
• IRL, TRL and ARL at transition to POR
• Scaled implementation data (user drop off / pain
points / patches or modification required)
105
107. Strategy
Process
Team &
Resources
Operational
Support
Activities &
Methods
Metrics
& Data
Team’s goals are defined to achieve pipeline stage Leadership’s goal is defined to achieve pipeline
stage
Appropriate input is available to garner success Output is generated to drive next stage of the
pipeline
Team & expertise is available to achieve success Resources are available to achieve success
Organizational support is available for this stage of
the pipeline
Leadership available & decisions points identified
to have progress on this pipeline stage
Activities are being executed to generate output Methodologies defined/used to guide discovery
Tools defined to collect insight Training is being provided to develop execution
skills
Metrics are defined to determine success on this
stage of the pipeline
Data is collected to measure vital signs for this
stage of the pipeline
Tools &
Skills
Score Score
Score Score
Score Score
Score Score
Score Score
Score Score
Score Score
*Total
Score
TRANSITION
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108. Final Thoughts: Why have an innovation pipeline?
The result of a pipeline are solutions that:
1. Continuously replenish lost capabilities
2. Create new capabilities that match current and future threats
The purpose of innovation pipeline doctrine is to create the
organization / process / budget and people to do so
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