Harnessing Collaboration to Pursue Grand Challenges
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Cristin Dorgelo, Open Innovation Expert, Former White House OSTP
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Harnessing Collaboration to Pursue Grand Challenges
- 1. Harnessing Collaboration to Pursue Grand Challenges June 15, 2017 Cristin Dorgelo @cristindorgelo
- 2. What are Grand Challenges? In recent years, a growing number of individuals and organizations have decided to identify and pursue ambitious yet achievable goals, often known as “Grand Challenges” or “moonshots.” • Significant potential impact in areas of national and global priority • Compelling, motivating, and able to capture the general public’s imagination • “Goldilocks” level of specificity and focus • Ideally, framed as a “SMART” goal • Can catalyze and harness innovation and advances in science and technology • Serve as a “North Star” for cross-sector and multidisciplinary collaboration
- 3. “By defining our goal more clearly, by making it seem more manageable and less remote, we can help all peoples to see it, to draw hope from it, and to move irresistibly toward it.” - President John F. Kennedy, June 10, 1963 “...we’re pursuing...grand challenges like making solar energy as cheap as coal or making electric vehicles as affordable as the ones that run on gas. They are ambitious goals, but they’re achievable. And we’re encouraging companies and research universities and other organizations to get involved and make progress.” - President Barack Obama, April 2, 2013 “I want to die on Mars. Just not on impact.” - Elon Musk, March 9, 2013
- 5. Six ingredients of successful Grand Challenge programs Articulate “why now?” Seek broad input on target and path Adapt framework and roles to goal Use portfolio of funding approaches Execute multi-year engagement plan Track indicators and outcomes 1 2 3 4 5 6
- 6. What’s next for Grand Challenges? • Increasing the number of companies, universities, and other organizations that are publicly pursuing a Grand Challenge • Expanding the community of practice for Grand Challenge administrators • Maximizing stakeholder, public, and student participation • Telling stories of the role of diverse innovators in solving tough challenges—and of science fiction becoming science fact • Addressing social policy Grand Challenges, beyond science and technology moonshots
- 7. Harnessing Collaboration to Pursue Grand Challenges June 15, 2017 Cristin Dorgelo @cristindorgelo
Notas do Editor
- Good Morning! It’s an honor to be here with you this morning—a real pleasure to be in a room full of leaders interested in open innovation and the power of the crowd, an area I have had the opportunity to work deeply in for more than a decade.. In 2012, after six years leading the large incentive prizes of the XPRIZE Foundation, I had the privilege of moving to DC to serve in the White House Office of Science and Technology Policy—first leading the Administration’s open innovation work, increasing the number of Federal agencies sponsoring incentive prizes, challenges, citizen science, crowdsourcing, and Grand Challenges, all in partnership with philanthropy and the private sector. And most recently, until the end of the Obama Administration in January, I was Chief of Staff to President Obama’s Science Advisor and the U.S. Chief Technology Officer. You’ve heard some examples already today and will hear more about role of incentive prizes, challenges, citizen science, and crowdsourcing in driving innovation. So what I want to focus on today is the role of Grand Challenges.
- Grand challenges are ambitious yet achievable goals—sometimes called “moonshot—that can catalyze and harness innovation and advances in science and technology. If defined well, with compelling vision and with a target that has a “goldilocks” level of specificity and focus, these moonshot goals have the potential to capture the public’s imagination—to make individuals want to devote their life’s work to the goal, to increase support for public policies and investments that foster innovation, and to serve as a “North Star” for cross-sector and multi-disciplinary collaboration. Efforts to pursue Grand Challenges, if sufficiently resourced, can expand knowledge across science and technology frontiers, create a foundation for new industries and jobs, and catalyze breakthroughs in fields such as health, education, and energy. And grand challenges can inspire youth—tomorrow’s change-makers, scientists, engineers, entrepreneurs, and storytellers—and engage them in tackling tough problems.
- As Tom Kalil, OSTP’s former Deputy Director for Technology and Innovation, tells us… Occasionally, combining an ambitious goal with a compelling story that explains why this goal is now within reach can create a positive self-fulfilling prophecy. Done well, this combination can create a magnet for people and resources. As President Kennedy put it, “By defining our goal more clearly, by making it seem more manageable and less remote, we can help all people to see it, to draw hope from it, and to move irresistibly towards it.” This kind of goal setting has arguably become more important as science and technology have become increasingly powerful. Although science and technology will continue to advance, in many instances the most interesting question is no longer what can we do but what should we do. So what are examples of moonshots being pursued today? Well, some are being pursued by private-sector entrepreneurs. Elon Musk has said he wants to die on Mars…just not on impact.
- Large companies have also publicly announced and pursued Grand Challenges. Waymo, formerly Google’s self-driving car project, is aiming to reduce traffic fatalities by at least 80 percent using self-driving cars A number of healthcare companies are working to increase human healthspan by directly attacking the underlying causes of aging, as opposed to the individual diseases of aging (Calico, Unity Biotechnology, Mayo, et. al) IBM’s efforts on machine learning and artificial intelligence through their Watson program have defeated Gary Kasporov at chess and Ken Jennings at Jeopardy, and now Alphabet’s DeepMind project is working to defeat professional players in the game of Go. Qualcomm worked with XPRIZE to spur the development of a “tricorder”—a handheld mobile device that can diagnosis a dozen diseases as accurately as a board-certified physician Facebook is working to provide Internet access to everyone on the planet. Government agencies are also pursuing Grand Challenges, and notably, all of these government-led Grand Challenges have integrated cross-sector collaboration and crowdsourced ideation and innovation along the way: At OSTP I helped lead the launch of the BRAIN Initiative, a grand challenge to develop the tools needed to understand the human brain in action, now supported by more than $3 billion dollars in public and private support. Through prizes, entrepreneurship programs, and cross-sector collaboration, the Department of Energy has been seeking innovative solutions to meet the goals of their SunShot Grand Challenge, an effort to make solar energy as cheap as coal by 2020. Through their Asteroid Grand Challenge, NASA is working with citizen solvers, amateur astronomers, and data scientists to help us be smarter that the dinosaurs by finding all asteroid threats to human population and know what to do about them (NASA’s Asteroid Grand Challenge) And last week, the European Space Agency held an innovation exchange to collaborative source promising ideas for their grand challenge focused on in situ resource utlization – how we can exploit and and produce resources in space exploration such as fuel, water, food, and tools. And a growing number of research universities are defining Grand Challenge goals and forming multidisciplinary research efforts—along with student-led innovation—to pursue those ambitious goals. For example, UCLA has launched two grand challenges: one focused on making Los Angeles county sustainable in terms of energy and water use and ecosystem health by 2050, and a second challenge to cut the burden of depression in half by 2050.
- As I’ve talked over the last 5 years with agencies, companies, universities, and philanthropists who want to launch grand challenge programs, all of them struggle with where to start. There are lots of toolkits, best practices, resources, and communities of practice available to program managers who want to launch a citizen science program or an incentive prize. But far fewer roadmaps—trusted recipes--exist for those of us who want to organize cross-sector collaboration towards a moonshot goal. And that’s because for these programs to work, their structure, frameworks, funding, and timelines need to be customized to the concept and context of the goal itself. But as I’ve looked across the wide array of Grand Challenge programs I described before, there are some common ingredients to successful Grand Challenge programs, and I want to share six of those ingredients with you today. First, at the start of any Grand Challenge program, as you are working to attract partners to the table, it is critical to clearly articulate “why now?” A grand goal is not enough. For these intractable problems, longstanding challenges, and targets that have long felt out of reach, it is critical to communicate to potential partners and the public why the current conditions and context, why recent scientific and technical progress, has made what was what impossible now within our collective grasp. Second, once you have defined the top-line goal and rallied partners to the table, to build buy-in and public engagement, you should seek broad input, including from the public, on the specific target and the initial path forward. Grand challenge program managers have done this through road shows, collaboratively developing 10-year research plans…essentially, one you have announced the topline bullet of the moonshot goal, ask multidisciplinary experts to help you define the “sub bullets” – where do we start? What areas of research should be funded? Examples: Sunshot and BRAIN Third, based on that collaboratively developed work plan, adapt your Grand Challenge or Project framework to the goal, not the other way around. That means evaluating which parts of your organization and which potential partners should be at the table based on the target and the roadmap. These may be unlikely partnerships. As a thought exercise, we used to ask our team at OSTP—if you could have the President call anyone or change anything to help us accomplish this goal, who or what would that be, and let’s go after it! Many grand challenges program managers have determined that it is helpful to identify a central organizing and convening body to help coordinate the efforts of these diverse partners over the years the Grand challenge is being pursued. This flexibility and adaptability also means developing a drumbeat--timelines and milestones for work towards the goal--based on what the goal calls for…not based on the timelines of your organizations annual budgeting process or your industry’s annual conferences. This may mean very frequent interactions among partners, performers, and the public. That adaptability and flexibility should extend to the funding approaches you deploy as well. Grand Challenge programs are not equivalent to incentive prizes, but can be supported by prizes as one of multiple funding approaches. USAID Grand Challenges for Development and DOE’s grand challenges made more progress more quickly because they deployed a portfolio of funding approaches—competitive grants, traditional contracts, internal research efforts, operational funds to change the function of government agencies themselves, funding for personnel, prizes, milestone-based payments, advance market commitments, leveraging public dollars against private sector venture investment or philanthropic funding…all can be deployed to help you reach your goal. Also, you should remember that Grand Challenges are marathons, not sprints. It is insufficient to announce the goal and then hope that researchers, entrepreneurs, and the public, keep running towards it. Invest in and plan for a multi-year engagement plan—that includes communications, marketing, events, convenings, reports, and media outreach. Finally, make sure to work with to build buy-in towards the indicators and metrics that will help you, your partners, and the public know if you are making progress against the goal. Publicly report against those indicators. Seek out and document early early outcomes of research and collaborative efforts, and communicate those wins broadly to help maintain and build momentum and to collaborative build additional value on top of that progress.