Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Lecture 7 - Technology, Innovation and Great Power Competition - SpaceStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space, space force, general Raymond, space command
Lecture 5- Technology, Innovation and Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, JAIC, DIU, Mike Brown,Nand Mulchandani, Jacqueline Tame
Lecture 4- Technology, Innovation and Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, semiconductors, china, applied materials
Steve Blank's Secret History of Silicon Valley Computer History Museum 120708...Stanford University
Today, Silicon Valley is known around the world as a fount of technology innovation and development fueled by private venture capital and peopled by fabled entrepreneurs. But it wasn't always so. Unbeknownst to even seasoned inhabitants, today's Silicon Valley had its start in government secrecy and wartime urgency. In this lecture, renowned serial entrepreneur Steve Blank presents how the roots of Silicon Valley sprang not from the later development of the silicon semiconductor but instead from the earlier technology duel over the skies of Germany and secret efforts around (and over) the Soviet Union. World War II, the Cold War and one Stanford professor set the stage for the creation and explosive growth of entrepreneurship in Silicon Valley. The world was forever changed when the Defense Department, CIA and the National Security Agency acted like today's venture capitalists funding this first wave of entrepreneurship. Steve Blank shows how these groundbreaking early advances lead up to the high-octane, venture capital fueled Silicon Valley we know today.
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Lecture 7 - Technology, Innovation and Great Power Competition - SpaceStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space, space force, general Raymond, space command
Lecture 5- Technology, Innovation and Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, JAIC, DIU, Mike Brown,Nand Mulchandani, Jacqueline Tame
Lecture 4- Technology, Innovation and Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, semiconductors, china, applied materials
Steve Blank's Secret History of Silicon Valley Computer History Museum 120708...Stanford University
Today, Silicon Valley is known around the world as a fount of technology innovation and development fueled by private venture capital and peopled by fabled entrepreneurs. But it wasn't always so. Unbeknownst to even seasoned inhabitants, today's Silicon Valley had its start in government secrecy and wartime urgency. In this lecture, renowned serial entrepreneur Steve Blank presents how the roots of Silicon Valley sprang not from the later development of the silicon semiconductor but instead from the earlier technology duel over the skies of Germany and secret efforts around (and over) the Soviet Union. World War II, the Cold War and one Stanford professor set the stage for the creation and explosive growth of entrepreneurship in Silicon Valley. The world was forever changed when the Defense Department, CIA and the National Security Agency acted like today's venture capitalists funding this first wave of entrepreneurship. Steve Blank shows how these groundbreaking early advances lead up to the high-octane, venture capital fueled Silicon Valley we know today.
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
Best Practices for the Hadoop Data Warehouse: EDW 101 for Hadoop ProfessionalsCloudera, Inc.
The enormous legacy of EDW experience and best practices can be adapted to the unique capabilities of the Hadoop environment. In this webinar, in a point-counterpoint format, Dr. Kimball will describe standard data warehouse best practices including the identification of dimensions and facts, managing primary keys, and handling slowly changing dimensions (SCDs) and conformed dimensions. Eli Collins, Chief Technologist at Cloudera, will describe how each of these practices actually can be implemented in Hadoop.
the Army Crew case study is answering tree questions:
1. Why does the Varsity (V) team lose to the JV Team? (critically analyze and be specific)
2. What should Coach P do on Tuesday? Why do you recommend this action? How should he implement this action? Be specific.
3. How would you compare the Army Crew team to other types of organizational teams? What are the similarities and differences?
Short introduction to Innovation Games® and examples of their application in Lean and Lean StartUps: Reduce Waste, Value Stream Mapping, and Minimum Viable Product.
This book is one of the greatest marketing manuals ever written--the classic that defines the strategies, plans, and campaigns of today's marketing battlefield. Marketing is war. To triumph over the competition, it's not enough to target customers. Marketers must take aim at their competitors - and be prepared to defend their own turf from would-be attackers at all times. This indispensable guide gives smart fighters the best tactics - defensive, offensive, flanking, and guerrilla.
Startup DNA: the formula behind successful startups in Silicon Valley (update...Yevgeniy Brikman
[Updated May 5, 2017] "Successful startups are all alike; every unsuccessful startup is unsuccessful in its own way." These are my personal observations on a few traits that make startups successful. You can find a video of the talk at https://www.youtube.com/watch?v=z_D9oXCK2lM and the book at http://www.hello-startup.net/.
A case analysis of Nintendo that explains how the implementation of innovative strategies enables the company to remain competitive within the gaming industry.
27 Aug '08 -- Future Trends in Defense Acquisition DAU Webinar Space Foundation
On August 27, Major Michelle “Shelli” Brunswick, a former Professor of Acquisition Management at Defense Acquisition University, conducted a WebCast seminar on "Future Trends in Defense Acquisition" based on the book she co-authored for Project Management Institute (PMI), titled Project Management Circa 2025. The webcast addressed program management in the defense sector from three perspectives: the Office of the Secretary of Defense; Acquisition, Technology and Logistics; and Industry’s Role.
The research was gathered primarily by interviewing 27 leading acquisition experts including: Dr. Jacques Gansler, former Under Secretary of Defense Acquisition, Technology and Logistics; Dr. John Hamre, the 26th U.S. Deputy Secretary of Defense; Mr. Gary Payton, Deputy Under Secretary of the Air Force for Space Programs; Mr. Keith Ernst, former Acting Director of Defense Contract Management Agency; Lieutenant General Lawrence Farrell, President and CEO of NDIA; Mr. Michael Gass, President and CEO of the United Launch Alliance; Mr. Tom Bowler, Vice President of Programs at Bath Iron Works; Dr. Patricia Sanders former Executive Director for the Missile Defense Agency (MDA).
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
Best Practices for the Hadoop Data Warehouse: EDW 101 for Hadoop ProfessionalsCloudera, Inc.
The enormous legacy of EDW experience and best practices can be adapted to the unique capabilities of the Hadoop environment. In this webinar, in a point-counterpoint format, Dr. Kimball will describe standard data warehouse best practices including the identification of dimensions and facts, managing primary keys, and handling slowly changing dimensions (SCDs) and conformed dimensions. Eli Collins, Chief Technologist at Cloudera, will describe how each of these practices actually can be implemented in Hadoop.
the Army Crew case study is answering tree questions:
1. Why does the Varsity (V) team lose to the JV Team? (critically analyze and be specific)
2. What should Coach P do on Tuesday? Why do you recommend this action? How should he implement this action? Be specific.
3. How would you compare the Army Crew team to other types of organizational teams? What are the similarities and differences?
Short introduction to Innovation Games® and examples of their application in Lean and Lean StartUps: Reduce Waste, Value Stream Mapping, and Minimum Viable Product.
This book is one of the greatest marketing manuals ever written--the classic that defines the strategies, plans, and campaigns of today's marketing battlefield. Marketing is war. To triumph over the competition, it's not enough to target customers. Marketers must take aim at their competitors - and be prepared to defend their own turf from would-be attackers at all times. This indispensable guide gives smart fighters the best tactics - defensive, offensive, flanking, and guerrilla.
Startup DNA: the formula behind successful startups in Silicon Valley (update...Yevgeniy Brikman
[Updated May 5, 2017] "Successful startups are all alike; every unsuccessful startup is unsuccessful in its own way." These are my personal observations on a few traits that make startups successful. You can find a video of the talk at https://www.youtube.com/watch?v=z_D9oXCK2lM and the book at http://www.hello-startup.net/.
A case analysis of Nintendo that explains how the implementation of innovative strategies enables the company to remain competitive within the gaming industry.
27 Aug '08 -- Future Trends in Defense Acquisition DAU Webinar Space Foundation
On August 27, Major Michelle “Shelli” Brunswick, a former Professor of Acquisition Management at Defense Acquisition University, conducted a WebCast seminar on "Future Trends in Defense Acquisition" based on the book she co-authored for Project Management Institute (PMI), titled Project Management Circa 2025. The webcast addressed program management in the defense sector from three perspectives: the Office of the Secretary of Defense; Acquisition, Technology and Logistics; and Industry’s Role.
The research was gathered primarily by interviewing 27 leading acquisition experts including: Dr. Jacques Gansler, former Under Secretary of Defense Acquisition, Technology and Logistics; Dr. John Hamre, the 26th U.S. Deputy Secretary of Defense; Mr. Gary Payton, Deputy Under Secretary of the Air Force for Space Programs; Mr. Keith Ernst, former Acting Director of Defense Contract Management Agency; Lieutenant General Lawrence Farrell, President and CEO of NDIA; Mr. Michael Gass, President and CEO of the United Launch Alliance; Mr. Tom Bowler, Vice President of Programs at Bath Iron Works; Dr. Patricia Sanders former Executive Director for the Missile Defense Agency (MDA).
Lecture 6- Technology, Innovation and Great Power Competition - Unmanned Syst...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, ONR, Lorin Selby, Maynard Holliday, Bradley Garber,
Lecture 6 - Technology, Innovation and Great Power Competition - Autonomy and...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, ONR, Lorin Selby, Maynard Holliday, Bradley Garber,
FN3440 Project 1 P ROJECT D ES CRIP TION .docxAKHIL969626
FN3440
Project
1
P ROJECT D ES CRIP TION
Project Introduction:
This project signifies a milestone for you in your quest to earn an associate’s degree in the Business Accounting
Technology program. The focus of a financial analysis is to help management identify potential issues in the
organization. A horizontal analysis compares the income statement and balance sheet information of different periods
for the same organization. A vertical analysis uses the relationships among financial statement data elements to detect
trends. A ratio analysis uses the relationships among various financial elements to measure liquidity, efficiency, and
solvency. In this project, you need to carry out a financial analysis and comparisons for three different companies.
Course Objectives Tested:
1. Analyze the logic behind the determination of interest rates and the required rates of return in the capital
markets.
2. Compute a firm’s debt ratio to ascertain how the firm is financing its assets.
3. Calculate the present and future value of an investment and an annuity.
4. Demonstrate how portfolio diversification can affect the expected return and the riskiness of investments.
5. Compute the present and future value of a bond under conditions of varying market interest rates.
6. Research and use the guidelines for capital budgeting to evaluate investment proposals. Measure a project’s
free cash flows.
7. Calculate the cost of debt capital, preferred stock, and common stock.
P ROJECT S UBMIS S ION P LA N
Description/Requirements of Project Evaluation Criteria
Assessment Preparation Checklist:
Perform the following tasks to prepare for this assessment:
Review the topic “Project Reckoner” in Week 6 online
lesson.
Read Chapters 1–6, pp. 1–187, from your textbook,
Foundations of Finance: The Logic and Practice of
Financial Management. These chapters will help you
while you are completing your research and compiling
the ratios. The financial analysis will further enhance
Did you analyze the trend for each
ratio during the three year timeframe?
Did you compare the three company’s
ratios properly?
Did you provide sufficient rationale to
justify your analysis of ratios for each
company?
Did you effectively and completely
answer all the questions contained in
project detail three?
FN3440
Project
2
Description/Requirements of Project Evaluation Criteria
your conceptual understanding of the material.
Title: Financial Analysis
1. Identify three companies from the Standard and Poor’s
500 Companies found in the ITT Tech Virtual Library. Two
of the companies should be in the same industry Global
Industry Classification Standards (GICS) while one should
be from a different industry segment.
2. Obtain the financial information for the selected
companies for the last three years by visiting the
individual company website and utilizing the Investor ...
These are the charts for the PMI Global Congress 2009—North America. Major Michelle "Shelli" Brunswick's presentation will be Tuesday, 13 Oct 2009, 0815. TRN21 : Project Management: Circa 2025 - Panel 1
Chapter 19: Project Management & Defense Acquisition
Lecture 1 -Technology, Innovation and Great Power CompetitionStanford University
acquisition, Mattis, Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, requirements, stanford, Steve blank, China,
Special Operations West will take an in depth look at the current and upcoming changes for USSOCOM and SOF to ensure attendees have a complete understanding of Special Operations’ aims and needs. Join us for solution oriented discussion on the current military-industry relationship, its current impediments, and its future success.
acquisition, Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, INDOPACOM, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, China, stanford
DEFENSE AT&L 2004: TRANSFORMATIONAL RECAPITALIZATION: RETHINKING US AIR FORCE...GLOBAL HEAVYLIFT HOLDINGS
“Budgetary constraints, with due respect, exist only in the minds of those in the public and private sector who are at best disingenuous in their claims of continuing attempts to rein in spending. A true and viable solution exists that will forever change Department of Defense acquisition processes, and it’s designated Transformational Recapitalization,” says Myron D. Stokes, Managing Director, Global HeavyLift Holdings, Inc a Defense Logistics Agency (DLA) list contractor..
“As described by national security strategist Dr. Sheila R. Ronis, Director, MBA/MSSL Programs and Associate Professor, Management, Walsh College, in a November 2004 Defense AT&L analysis “Transformational Recapitalization: Rethinking USAF Procurement Philosophies”, it is a financial management approach that is Einsteinian in its simplicity:
(Excerpt from Defense AT&L November/December 2004)
How the Strategy Works
“‘To illustrate, let’s apply this strategy to a fictitious Air Force need for a fleet of 300 aircraft. Instead of producing them at a very efficient rate of 75 per year for four years, produce them at a reasonably efficient rate of 20 per year for 15 years. Every four or five years, incorporate a technology spiral upgrade to new aircraft coming off the production line; however, do not retrofit existing aircraft. Near the end of the 15-year production, begin selling the oldest, less capable aircraft while they still have at least half their useful life remaining. Then, instead of closing the production line, continue producing new aircraft to replace those sold.
“‘Theoretically, the production line can continue indefinitely until either technology or requirements drive the need to produce an entirely new platform or when demand for the used aircraft dries up.
“‘Although the unit price of each aircraft may be slightly higher, the lower production rate combined with used aircraft sales revenue should decrease overall cash flow and provide much-needed stability to the budget and our industrial base. In addition, this strategy not only facilitates spiral development, but also ensures that the U.S. military flies the most capable aircraft while avoiding maintenance and operating costs for aging aircraft.
“‘For the 10-year-old (now 15) C-17, now is the time to start selling older less capable craft and continue production of new ones for the Air Force. As the last major aircraft production line in southern California, it would be devastating to lose that industrial capacity in 2008 (now 2011) when the 180th (216th approx.) aircraft is finished. Reducing the rate to 12 per year and selling off older inventory would not only allow the production line to continue for another 10 years, but applying the resale value and avoiding upgrade modifications would significantly reduce the cost of increasing the capacity of the fleet.
Space Mineral Resources A Global Assessment Challenges and OpportunitiesChris Atherton
Slides from Space Mineral Resources A Global Assessment
Challenges and Opportunities by Art Dula, Trustee of the Heinlein prize trust. The slide show was shown just before the main talks, on the 18th of March at the Cunard building in Liverpool as part of the inaugural Northern Space consortium 'A case for space as an economic driver' event.
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Lecture 3 - Technology, Innovation and Great Power CompetitionStanford University
Mike McFaul, Russia, Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank,
Lecture 2 -Technology, Innovation and Great Power CompetitionStanford University
Matt Pottinger, Matt Turpin, Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, requirements, stanford, Steve blank, China,Xi Jinping, Tobin
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Team Apollo - 2021 Technology, Innovation & Great Power Competition
1. Final Problem Statement
The United States Space Force lacks the
supply chain and rapid launch capabilities
needed to respond to contingencies in
space. The private sector possesses these
capabilities, but is not being adequately
leveraged or incentivized.
Original Problem Statement
The USSF must leverage commercial
innovation and establish a trained,
experienced acquisition workforce that can
effectively balance commercial and
government-only capabilities that will deliver
acquisition and innovation impact that the
Space Force requires.
Conducted 31 Interviews
Along the Way
Arden Farr
- MIP '23
- BA International
Affairs & Economics '21
Francesca Bentley
- MIP '23
- BA Political Science &
Psychology '21
Donovan Tokuyama
-MS MS&E '22
- BS Computer Science
‘20
Omar Pimentel
-MIP '23
- BA Political Science &
Economics ‘19
Mi Jin Ryu
- MIP '23
- BA Chinese Culture &
Economics '14
Team Apollo
6. Week 2 Week 3
Acquisitions
Team Morale Meter:
“Accelerate change or lose.”
- Prominent DC lobbyist
7. Week 2 Week 3
Acquisitions
Wartime Scenario?
“We can’t convince China not to
attack us. We need to convince
China that it won’t be effective.”
- Stanford Professor & China Expert
“Accelerate change or lose.”
- Prominent DC lobbyist
Team Morale Meter:
Week 2: Takeaway
Establish a trained, experienced
acquisition workforce that can
effectively balance commercial and
government-only capabilities that
will deliver acquisition and
innovation impact that the Space
Force requires.
Week 2: Focus
USSF isn’t integrating
the private sector’s
emerging technologies
enough into the agency.
8. Week 2 Week 3
Acquisitions
Wartime Scenario?
“We can’t convince China not to
attack us. We need to convince
China that it won’t be effective.”
- Stanford Professor & China Expert
“Accelerate change or lose.”
- Prominent DC lobbyist
Team Morale Meter:
9. Week 4 Week 5
Wartime Scenario?
Team Morale Meter:
”We need to optimize our
rapid response capabilities.”
-U.S. Space Force Officer
10. Week 4 Week 5
Wartime Scenario?
Plug & Play
“We don’t want assets, we
want services.”
- Space Force Acquisitions Officer
Team Morale Meter:
”We need to optimize our
rapid response capabilities.”
-U.S. Space Force Officer
11. Week 4 Week 5
Wartime Scenario?
Plug & Play
“We don’t want assets, we
want services.”
- Space Force Acquisitions Officer
Team Morale Meter:
”We need to optimize our
rapid response capabilities.”
-U.S. Space Force Officer
Week 4: Focus
USSF needs to increase the
wartime readiness of its
space assets while still
facilitating an agile and
competitive private sector.
Week 4: Takeaway
Develop a resilient, redundant,
and national asset network via
an effective balance of
commercial and government-
only capabilities.
12. Week 6 Week 7
Plug & Play ”It’s important to be mindful
of what strings are attached
when working with the
government.”
- Space Start-up
Team Morale Meter:
13. Week 6 Week 7
Plug & Play
Private Incentivization
“The risk of being shot down
does increase by working
with the government.”
- Space Start-up
”It’s important to be mindful
of what strings are attached
when working with the
government.”
- Space Start-up
Team Morale Meter:
14. Week 6 Week 7
Plug & Play
Private Incentivization
“The risk of being shot down
does increase by working
with the government.”
- Space Start-up
”It’s important to be mindful
of what strings are attached
when working with the
government.”
- Space Start-up
Team Morale Meter:
Week 6: Focus
USSF isn’t integrating the
private sector’s
emerging capabilities
and concepts
enough into the agency.
Week 6: Takeaway
Identification of the assets,
capabilities, and incentive
mechanisms needed to
identify potential partners
and make partnering with
the USSF more desirable.
15. Week 7 Week 8
Private Incentivization
“Look at what the Air Force does
with the Civil Reserve Air Fleet.
What’s stopping the Space Force
from forming a Civil Reserve
Space Fleet?”
- DIU Space Portfolio Director
Team Morale Meter:
16. Week 7 Week 8
Private Incentivization
“Look at what the Air Force does
with the Civil Reserve Air Fleet.
What’s stopping the Space Force
from forming a Civil Reserve
Space Fleet?”
- DIU Space Portfolio Director
Analogous Mechanisms
Team Morale Meter:
17. Week 7 Week 8
Private Incentivization
“Look at what the Air Force does
with the Civil Reserve Air Fleet.
What’s stopping the Space Force
from forming a Civil Reserve
Space Fleet?”
- DIU Space Portfolio Director
Analogous Mechanisms
Team Morale Meter:
Week 7: Focus
USSF lacks the necessary
frameworks and
incentive mechanisms it
needs to best leverage the
American commercial space
industry as a valuable
redundancy layer in case of
emergency.
Week 7: Takeaway
A Civil Reserve Space Fleet
would provide the Space
Force with the necessary
stockpile of assets, and
redundancy layer, on the
ground to act swiftly and
boldly during a time of
crisis.
18. Week 8 Week 9
Analogous Mechanisms
“A Civil Reserve Space Fleet only deals
with exigent circumstances. We need to
be utilizing this across the board.”
- Space Force Colonel
Team Morale Meter:
19. Week 8 Week 9
Contracts
Analogous Mechanisms
“A Civil Reserve Space Fleet only deals
with exigent circumstances. We need to
be utilizing this across the board.”
- Space Force Colonel
Team Morale Meter:
20. Week 8 Week 9
Contracts
Analogous Mechanisms
“A Civil Reserve Space Fleet only deals
with exigent circumstances. We need to
be utilizing this across the board.”
- Space Force Colonel
Team Morale Meter:
Week 8: Final Problem Statement
Contractual frameworks with these
private entities that ensure the USSF’s
unimpeded access to assets,
information, and well-established
supply chain during times of crisis.
21. :
Proposed Solution:
Leverage Authorities & Contractual/Legal Best Practices
Big Idea: Take advantage of Space Force's newness to fully utilize existing authorities and
design flexible contracting mechanisms by repurposing force augmentation and acquisition
best practices from the other services.
Request for Proposals
Language
• Contractual Clauses
Build out a Civil
Reserve Space Fleet.
• Open-source Standards
Increase
interoperability and
prevent expensive
rework.
• Service Level Agreements
(SLAs)
Take advantage of
preexisting supply chains
for production and launch.
• Other Transaction Authority
(OTAs)
Increase agility through less
burdensome acquisition
authorities.
Joint Civilian/Government
Fleet
• ”Merchant Guardians”
Capitalize on growing
commercialization of
space and renewed
public interest by
creating an auxiliary
force.
Request for Proposals
Language
Trust Our Partners & Build
New Relationships
Joint Civilian/Government
Fleet
22. Our Own Take on
Our Own Solution
Additional Research and Funding (R&D)
is required
Mechanisms lack novelty, but can
address some short-term issues
Some aspects of solution may weigh
down SF
Barriers to entry still exist for non-
incumbents
23. Next Steps
Consider single-use case for
DIU/Spaceworks type sectors
Set the stage for bringing in first
potential private partners into the fold
Identify key stakeholders that would
push this initiative along
This Photo by Unknown author is licensed under CC BY.
Ideally, the DoD would create a coherent, cross-force innovation strategy to take advantage of the private sector’s speed. But until that solution can be defined, the Space Force should not be afraid to look to the other services and leverage the best force augmentation concepts and take advantage of the blank slate they were given by Congress to make some of these concepts more flexible. Given the challenges we face, reinventing the wheel is going to leave us unprepared.
Do you still think your solution is good or bad? Why?