The Role of Experimentation Campaigns in the Air Force Innovation Life Cycle (2016) / Chapter Skim
Currently Skimming:
1 Introduction and Overview
1 Introduction and Overview
Pages 5-11
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From page 5... ...
We must be strategically agile in how we conceptualize future capability needs, how we leverage game changing technologies, prototyping, and experimentation, and how we recruit and develop our people. 2 1 The OODA loop -- observe, orient, decide, act -- is a decision cycle developed by Air Force Col.
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From page 6... ...
Indeed, Congress could be a powerful ally if the Air Force would discuss the recommendations of the study committee with the relevant Senate and House committees and subcommittees to seek their support for the legislation needed to execute the recommendations. In this way, the recommendations can be considered to have helped to achieve the innovation objectives called for in the 2016 National Defense Authorization Act.
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From page 7... ...
Notable examples that will be discussed include the Combined Air Operations Center -- Experimental (CAOC-X) at Joint Base Langley -- Eustis; the Air Force Research Laboratory (AFRL)
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From page 8... ...
Outside isolated pockets, it is rare for Air Force personnel to wake up every day feeling responsible for carrying out experiments intended to deliver innovation today. This is what we mean when we say that in much of today's Air Force, there is little or no space for innovation.
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From page 9... ...
To some extent, funding is a zero-sum game, and in the face of curtailed spending, the Air Force is under tremendous pressure to fulfill its normal production missions, plac ing further pressure on the funds available for innovation. Similarly, the time and energy of Air Force personnel can also be viewed as a zero-sum game, and as they are continually being asked to "do more with less," searching for tomorrow's in novative solutions often takes a back seat to meeting today's mission requirements.
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From page 10... ...
Success lies in understanding the key elements of a complex "innovation ecosystem."8 The committee's research findings suggest that the most important elements of the innovation ecosystem for the Air Force can be sorted into three main "buckets": 1. Leadership and organization.
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From page 11... ...
The three buckets of best practices the committee consistently observed in highly innovative organizations were observed in the Air Force only in isolated pockets. Outside those pockets, the Air Force had a mixed bag of practices largely antithetical to the best practices observed in highly innovative organizations, as detailed in Chapter 3.
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