Navy Innovation Campaign - Energizer Lightning Talk
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This presentation was delivered by Steve Rowe of the Navy Innovation Center, Navy Warfare Development Command, on May 7 as part of GovLoop's Career Energizer Event.
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Navy Innovation Campaign - Energizer Lightning Talk
- 1. UNCLASSIFIED UNCLASSIFIED Steve Rowe Navy Center for Innovation Innovation Campaign Division Chief Navy Warfare Development Command 07 May 2013 Navy Innovation Campaign Overview
- 2. UNCLASSIFIED UNCLASSIFIED Why is the Navy Focusing on Innovation? • The Challenge – Global proliferation of advanced technology is closing our advantage over potential adversaries – Reduced budgets mean many proposed solutions will be unaffordable • Increasing the pace and scope of innovation will yield more, and potentially more affordable, solutions, allowing us to maintain our warfighting edge 2 An enhanced Navy culture of innovation can address these challenges
- 3. UNCLASSIFIED UNCLASSIFIED Easier Said than Done: Roadblocks and Resistance • Junior leaders perceive senior leadership as unreceptive to new, disruptive ideas • No time in workday remains for innovative tactics development • Limited resources allocated for new ideas in fiscally- constrained environment • Lack of incentives exist to innovate • Policies not in synch with current techniques and technologies 3
- 4. UNCLASSIFIED UNCLASSIFIED The Innovation Campaign: Mission, Goals, Efforts • The mission: Improve warfighting capabilities by reinvigorating and sustaining a Navy culture of innovation • End State Goals: – More strongly embraces innovation – Reap the benefits of new ideas – Leverages new technology developments • Lines of Effort: How we are trying to do it – Major Innovation Campaign Events – Fleet (headquarters) and Waterfront Engagement – CNO Rapid Innovation Cell – Virtual Presence • Discussion and debate • Idea collection (harvesting), refinement, and voting 4
- 5. UNCLASSIFIED UNCLASSIFIED Major Events: What We Learned…So Far March 2012 Maritime Symposium • Tested physical /virtual hybrid event • Identified best practices and historical lessons • Led to development of Innovator’s Guide • Ways to become more creative • Conditions conducive to innovation • Ways to move ideas through complex organizations • Contacts and resources June 2012 Junior Leader Symposium • Senior advocacy needed to get an idea adopted • Must embrace the unique strengths of the Millennial Generation • Navy technology often makes life harder, not easier • Innovation largely eclipsed by other duties • Junior leaders dissatisfied with the personnel system October 2012 Pacific Rim Symposium • Must move beyond major programs • Need compelling story and strategic communications approach • Policy is often greatest barrier • Periodically revisit “failed” ideas 5 February-March 2013 Online Crowdsourcing • Objectives, tools and audiences must be aligned • Need menu of tools (with supporting policy)
- 6. UNCLASSIFIED UNCLASSIFIED Fleet and Waterfront Engagement • Develop partners at the “Fleet” (headquarters) and “Waterfront” operating force levels – Help understand requirements – Build stakeholder support for rapid innovation – Gather ideas and grow local (bottom up) solutions – Co-opt operators into testing innovative ideas 6
- 7. UNCLASSIFIED UNCLASSIFIED CNO’s Rapid Innovation Cell Disruptive Thinkers • Select junior leaders to develop disruptive technological and tactical solutions that can be rapidly fielded • Monthly virtual / live workshops • Small team (~ 12 junior officers) • Each member proposes and “owns” a project – Laser communications – Shipboard 3D Printing – “Madden” Navy 7
- 8. UNCLASSIFIED UNCLASSIFIED What I’ve Learned • All levels are important – Senior leadership advocacy and resources to turn ideas into capabilities – Middle management foster ideas and test / adopt small scale innovations (or not) – Working level closest to the problems, less constrained by current paradigm • It takes time to find what works…for each purpose and audience – Still learning and adjusting 1 year into our innovation campaign • It takes a network – You’ll need expertise and support outside your own organization – “Big” ideas often come from combining different perspectives (Medici effect) 8
- 9. UNCLASSIFIED UNCLASSIFIED Navy Innovation Campaign Summary • Top down (senior leadership) support • Defined goals with activities based on strategy-to-tasks analysis • Collaborative – growing network of partners, stakeholders and advocates • Adjusting as we go (and learn) 9 The Navy practices innovation on a daily basis – but we can do a better job of tapping the potential collective creativity of our personnel. Innovation will become more important in the face of rapid change and financial constraints.
- 10. UNCLASSIFIED UNCLASSIFIED Questions? Visit the Navy Center for Innovation https://www.nwdc.navy.mil/ncoi/default.aspx Email us at: NWDC_NRFK_INNOVATIONS@navy.mil 10 R. Steven Rowe Innovation Campaign Division Chief (757) 341-4309, DSN 341-4309 Robert.s.rowe@navy.mil Robert.s.rowe@navy.smil.mil
Editor's Notes
- The Innovation Campaign supports the CNO’s Sailing Directions. CNO has said that the Navy will:Innovate to: Use new technologies and operating concepts to sharpen our warfighting advantageEvolve and remain the preeminent maritime force. Reach & effectiveness of ships & aircraft will be greatly expanded through new and updated weapons, unmanned systems, sensors, & increased powerUnmanned systems will employ greater autonomy and be fully integrated with their manned counterpartsOur primary mission is warfighting. Efforts to improve capabilities, develop people, and structure our organizations should be grounded in this fundamental responsibility.NWDC has put intellectual energy into what we need to do to achieve innovation campaign strategic goals.