SPAWAR Systems Center San Diego

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SPAWAR Systems Center San Diego TEAM SPAWAR Chief
Technology Officer Leadership and Innovation
CTO briefing to NDIA
13 Aug 08 Mr. Gary Wang Director, Code
73000 [phone] gary.wang_at_navy.mil
SSC San Diego
Overall Classification // Unclassified //
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Agenda

• Three Hats
• SPAWAR 7.0 Science Technology
• Director, ST Eng SSC-SD
• CTO Roles
• Innovation
• Academic Model
• Industry Model
• Process Model
• Perspective and creative thinking
• Open Innovation
• Characteristics of Environment
• Reading Lists
• Leadership

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ST Competency Lead / 7.0
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Dir. Science, Technology Engineering
SSC-SD
CAPT M Kohlheim, CO
CAPT M Kohlheim, CO
Ms C Keeney, TD
Ms C Keeney, TD
DIR. SCIENCE, TECHNOLOGY
DIR. SCIENCE, TECHNOLOGY
DIR. SCIENCE, TECHNOLOGY
DIR. SCIENCE, TECHNOLOGY
CHENG
ENGINEERING/CTO
ENGINEERING/CTO
ENGINEERING/CTO
ENGINEERING/CTO
Mr. G Wang
Mr. G Wang
Mr. G Wang
Mr. G Wang
CIV
-
117
CIV
-
117
CHENG
APPLIED SCIENCES
ISR/IO
FLT ENGINEERING
APPLIED SCIENCES
ISR/IO
FLT ENGINEERING
SYSTEM TEST,
SYSTEM TEST,
APPLIED SCIENCES
ISR/IO
FLT ENGINEERING
APPLIED SCIENCES
ISR/IO
FLT ENGINEERING
SYSTEM TEST,
SYSTEM TEST,
Dr. F Gordon
Mr. P Sullivan
Mr. T Smith
Dr. F Gordon
Mr. P Sullivan
Mr. T Smith
INTEGRATION AND
INTEGRATION AND
Dr. F Gordon
Mr. P Sullivan
Mr. T Smith
Dr. F Gordon
Mr. P Sullivan
Mr. T Smith
INTEGRATION AND
INTEGRATION AND
CERTIFICATION
CERTIFICATION
CERTIFICATION
CERTIFICATION
C2
COMMS
PACIFIC C4ISR
C2
COMMS
PACIFIC C4ISR
C2
COMMS
PACIFIC C4ISR
C2
COMMS
PACIFIC C4ISR
Dr. R Jaffee
Mr. D Endicott
CAPT M San Pedro
Dr. R Jaffee
Mr. D Endicott
CAPT M San Pedro
Dr. R Jaffee
Mr. D Endicott
CAPT M San Pedro
Dr. R Jaffee
Mr. D Endicott
CAPT M San Pedro
Deputy for Operations
Fleet Battle Experiment
2101
CAPT Keith Archbold
Bill Windhurst
Administrative Staff
2102
Resource Manager
Kathy Davis
Science Technology
Information Technology
Technical Knowledge
Project Development
Business Systems
Management
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214
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Brian Riehm
Eric Hendricks
Gale Pennoyer
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CTO Role (Echelon II)

• Champions innovation, builds value, increases
  intellectual capital
• Contributes to strategic guidance by identifying
  the role specific technologies will play in the
  future growth of the organization
• Forges robust external partnerships with ST
  communities in industry, academia, and government
• Transitions technology into Naval capabilities
  rapidly, affordably and efficiently

Leveraging technology is the key to both force
modernization and transformation to preserve the
decisive U.S. advantage across the range of
military operations. Naval Transformation Roadmap
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Innovation in Team SPAWARs Strategy
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What is Innovation

• 'Innovation' is broadly defined as the generation
  and application of new ideas and skills to
  produce new products, processes and services that
  improve capabilities, economic and social
  prosperity for the Warfighter

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Academic Model

• Linear
• pure science-gtapplied science-gtan industrial
  setting
• Third/Fourth generation
• Use of feedback mechanisms
• Appreciation of Knowledge
• Complex adaptive system
• New ideas that are successful
• Knowledge is shared,assimilated,absorbed
• Churn-knowledge is transformed at various stages

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Industry Model
Mapping your Innovation DNA
Built For Innovation, Forbes.com, Nov 2007
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A process model
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IDEO process for Innovation

• To demonstrate its process for innovation for an
  episode of ABCs late-night news show Nightline,
  IDEO created a new shopping cart concept,
  considering issues such as maneuverability,
  shopping behavior, child safety, and maintenance
  cost. The show concentrated on IDEOs design
  process, recording as a multidisciplinary team
  brainstormed, research, prototyped, and gathered
  user feedback on a design that went from idea to
  a working appearance model in four days.

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Collaboration

• Open Innovation
• The central idea behind open innovation is that
  in a world of widely distributed knowledge,
  companies cannot afford to rely entirely on their
  own research, but should instead buy or license
  processes or inventions (i.e.patents) from other
  companies. In addition, internal inventions not
  being used in a firm's business should be taken
  outside the company (e.g., through licensing,
  joint ventures, spin-offs). Some companies
  promoting open innovation include Procter
  Gamble, InnoCentive, and IBM.

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Closed vs. Open Innovation

• Closed Innovation Principles
• The smart people in our field work for us.
• To profit from RD, we must discover it, develop
  it and ship it ourselves.
• If we discover it ourselves, we will get it to
  market first.
• The company that gets an innovation to market
  first will win.

• Open Innovation Principles
• Not all the smart people work for us. We need to
  work with smart people inside and outside our
  company.
• External RD can create significant value
  internal RD is needed to claim some portion of
  that value.
• We don't have to originate the research to profit
  from it.
• Building a better business model is better than
  getting to market first.

Henry Chesbrough
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Perspective

• perspective p?r spéktiv
• 1. particular evaluation of something a
  particular evaluation of a situation or facts,
  especially from one persons point of view 2.
  measured assessment of situation a measured or
  objective assessment of a situation, giving all
  elements their comparative importance

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Scotoma
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Different/Creative Thinking

• As you can see, in addition to six and one half,
  by expressing 13 in different ways and halving it
  in different ways, one could say one-half of
  thirteen is 6.5, or 1 and 3, or 4, or 11 and 2,
  or 8, and so on.
• Most people see the pattern as a square composed
  of smaller squares or circles or as alternate
  rows of squares and circles.
• It cannot be easily seen as columns of alternate
  squares and circles.

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Fostering Creativity

• Ask ourselves- What happens to our out of the
  box mavericks and What happens when someone
  fails?
• Best practice of Learning organizations
• Provide context to collaborate in groups without
  boundaries or fear
• Have fun

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Force Field Analysis
Innovative Culture

• Catalysts
• Individual
• Being curious, opposite thinking
• Varied background
• Passionate
• Balance between hubris listening
• Organizational
• Create innovation
• Collaborative culture
• Creative tension
• Accepting failure

• Obstacles
• Individual
• Constant shifting priorities
• Short-term thinking
• Analytical thinking
• Fear of criticism
• Organizational
• Micromanagement
• Lack of innovative brainstorming
• Risk aversion
• Reward crisis management

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Innovation Value chain

• Synthesis of data, knowledge and information to
  bring out new insights and understanding

• Wisdom of the Crowds
• Cpu centric ? Storage centric
• unwired ?Connected
• Wikis , blogs, search, social networks
• Visualization and Information economies
• Sensor networks, swarm, smart dust
• Bio inspired - Gaming

Innovation

• Contextual, relevant, actionable. Tacit versus
  explicit.

Knowledge

• Organized or processed data

Information

• Collection of facts

Data
Internet Speed, Access, Expectations
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Reading List

• Innovation
• 1.Good to Great Why Some Companies Make the
  Leap... and Others Don't by Jim Collins
• 2.Seeing What's Next Using Theories of
  Innovation to Predict Industry Change by Erik
  Roth, Clayton Christensen and Scott Anthony
• 3.The Medici Effect Breakthrough Insights at the
  Intersection of Ideas, Concepts, and Cultures by
  Frans Johansson
• 4.The Art of Innovation Lessons in Creativity
  from Ideo, America's Leading Design Firm by Tom
  Kelley
• 5.Juice The Creative Fuel That Drives
  World-Class Inventors by Evan I. Schwartz
• 6.Inevitable Surprises Thinking Ahead in a Time
  of Turbulence by Peter Schwartz
• 7.Harvard Business Review on Innovation by
  Clayton Christensen
• 8.How Breakthroughs Happen The Surprising Truth
  About How Companies Innovate by Andrew Hargadon
• 9.Open Innovation The New Imperative for
  Creating and Profiting from Technology by Henry
  William Chesbrough
• 10.Innovation--The Missing Dimension by Richard
  K. Lester, Michael J. Piore

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Reading List (cont)

• Creativity
• 1.Six Thinking Hats by Edward de Bono
• 2.The Creative Habit Learn It and Use It for
  Life by Twyla Tharp
• 3.How to Think Like Leonardo da Vinci Seven
  Steps to Genius Every Day by Michael J. Gelb
• 4.A Whack on the Side of the Head How You Can Be
  More Creative by Roger von Oech
• 5.Lateral Thinking Creativity Step by Step by
  Edward de Bono
• 6.Cracking Creativity The Secrets of Creative
  Genius by Michael Michalko
• 7.Creativity Flow and the Psychology of
  Discovery and Invention by Mihaly
  Csikszentmihalyi
• 8.Aha! 10 Ways to Free Your Creative Spirit and
  Find Your Great Ideas by Jordan Ayan
• 9.The How to Think Like Leonardo da Vinci
  Workbook by Michael J. Gelb
• 10.Discover Your Genius How to Think Like
  History's Ten Most Revolutionary Minds by Michael
  J. Gelb

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Reading List (cont)

• Leadership
• Emotional Intelligence Daniel Golemen
• Primal Leadership
• Fifth Discipline Peter Senge
• Learning Organizations
• Leadership Pipelines Noel Tichey
• Teaching organization
• Good to Great Jim Collins
• Level Five leadership
• Quick Reads
• Change
• Who Moved My Cheese? Spencer Johnson
  Kenneth Blanchard
• Leading Change John Kotter
• Communication
• Getting to Yes Roger Fisher, William L. Ury,
  Bruce Patton, and Bruce Patton
• You Just Dont Understand - Deborah Tannen

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Leadership
Balance
Self
Work/Life
Service
Global National Local
Career
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• Questions???

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Drivers/Transformational Technology

• Drivers
• Extreme Mobility
• Location Based services economy
• Fitness Landscape
• Internet Altruism
• A wise crowd in action
• Emerging GIS economies
• Transformational Technologies
• Large fields of networked sensors
• Superconducting electronic
• Advanced materials (nano this nano that)
• Advanced sensors (magnetic)
• Human Behavior research

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Transformational Technologies (cont)

• The science of networks and autonomy
• SuRF- magnitudes of order for SFDR
• The convergence of GNR and NBIC
• Edge of Photonics terabyte speeds
• Neural science and Brain based devices leading to
  decision superiority
• Quantum Cryptography
• Nano radios
• Atomic magnetometers
• Automated image analysis and track resolution
  alternative energy sources
• Harvesting for persistence linguistic analysis
  and expression for improved SA intelligent agent
• C2 of Unmanned Vehicles for further reduced
  manning

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Education Outreach

• Cause Marketing and/or Strategic Philanthropy and
  other focused Public Affairs activities that are
  specific to education. These programs may
  include
• Community events that occur in local venues or
  online
• Awareness, skill-building, and/or
  behavior-changing lesson plans, activities and/or
  classroom supplements
• Volunteer opportunities
• Direct mail, advertising, online marketing, and
  public relations
• Student or community-based contests and awards
• Corporate - non-profit partnerships

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Why volunteer

• to feel needed
• to share a skill
• to get to know a community
• to demonstrate commitment to a cause/belief
• to gain leadership skills
• to act out a fantasy
• to do your civic duty
• because of pressure from a friend or relative
• satisfaction from accomplishment
• to keep busy
• for recognition
• to repay a debt
• to donate your professional skills
• because there is no one else to do it
• to have an impact
• to learn something new
• for freedom of schedule
• to help a friend or relative
• for escape

• to earn academic credit
• to keep skills alive
• because an agency is geographically close
• to have an excuse to do what you love
• to be able to criticize
• to assure progress
• to feel good
• to be part of a team
• to gain status
• because you were asked
• to test yourself
• to build your resume
• to be an agent of change
• because of personal experience with the problem,
  illness, or cause
• to stand up and be counted to feel proud
• to make new friends
• to explore a career
• to help someone
• as therapy

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Corporate Social Responsibility

• The Business Case for CSR
• Human Resources
• Recruitment and retention
• Brand differentiation
• Part of corporate values and culture
• License to operate
• Voluntary steps to persuade public and government
  

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Why is Educational Outreach Important --
Especially in the Sciences?There is a need to
increase scientific understanding among the
public.

• A few numbers from the National Science
  Foundation-supported survey for Science
  Engineering Indicators 2000, as reported in the
  NSF PR 00-45 (NSB 00-131) ".....The vast
  majority of Americans say that science and
  technology are making their lives better....."
  However "..... only 17 percent of respondents
  ..... described themselves as well informed about
  new scientific discoveries and the use of new
  inventions and technologies. 30 said they were
  poorly informed....."
• ".....Answering a series of 20 questions
  designed to test basic knowledge, only 50 percent
  of Americans know how long it takes Earth to
  circle the sun, and most still can't correctly
  describe in their own words some basic scientific
  terms, including molecules, the Internet, and
  DNA.....
• ".....The scientific process isn't well
  understood either. Only 21 percent of those
  surveyed were able to explain what it means to
  study something scientifically, just over half
  understood probability, and only a third knew how
  an experiment is conducted.....
• "..... Most of what Americans know about
  science comes from television and
  newspapers....." And ".....the belief in the
  pseudoscience is commonplace in the U.S....." and
  can be traced to the entertainment industry.

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THINKING ABOUT YOUR ROLE

• Consider the following questions
• Do you want to work with students? Teachers?
  Administrators? Policy makers? The community?
• Do you have a contact for entry into the school,
  museum, or organization with which you want to
  work?
• What level of involvement would suit your
  interests, time, and expertise?

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Get Involved

• BSCS (Biological Sciences Curriculum Study, Inc.)
  
• http//bscs.org/about/reportspresentations.html
• San Diego Regional Economic Development
  Corporation
• http//www.sandiegobusiness.org/
• Workforce STEM (Science, Technology,
  Engineering, Math) Education
• Mike Chapin
• GEOCON, Inc.
• San Diego Science Alliance http//www.sdsa.org/pub
  /sdsa_docs/sdsahome.htm
• Kim Bess kbess_at_sdcoe.net
• Nancy Taylor ntaylor_at_sdcoe.net
• Project Lead the way- Duane Crum
• http//www.pltw.org/index.cfm
• Jim Rohr- NDIA STEM representative

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Definitions

• Output Measures describe the level of activity
  that will be provided over a period of time,
  including a description of the characteristics
  (e.g., timeliness) established as standards for
  the activity. Outputs refer to the internal
  activities of a program (i.e., the products and
  services delivered). For example, an output could
  be the number of students who received a NASA
  fellowship, the the demographic characteristics
  of teachers who participate in NASA workshops, or
  the percentage of US science centers
  participating with NASA.
• Outcome Measures describe the intended result of
  carrying out a program, project, or activity.
  They define an event or condition that is
  external to the program or activity and that is
  of direct importance to the intended
  beneficiaries and/or the general public. Outcome
  measures are the most informative measures about
  performance, because they are the ultimate
  results of a program that benefit the public.