Disruptive solutions process: Difference between revisions

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}}Essentially DSP is a six-step process that runs counter to the military mantra of being "requirements-driven", whichinstead is backward-looking and focuses insteadfocusing on projecting future market needs. thatThis will eventually become formal requirements but not currently identified as such. Accomplishis thisaccomplished by looking at front-line problem solving activity and scaling these solutions up. These six steps, when applied rapidly, can get ahead of recognition, providing viable solutions at the point and time of need:

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The "process" is executed similar to a [[venture capitalist]]'s portfolio of projects in that the team invests small amounts of resources in many disruptive ideas. Steps in the process are not rigorous and may be eliminated, combined, or reordered appropriately to the desired outcome. Then the team assesses initial demonstrations and validations (DEM/VAL) of those solutions, choosing only to fully develop those that show success and return on the investment. Within the simplified OODA (Observe, Orient, Decide, Act) model, step 1 would be observed, steps 2 and 3 combine to form orient, steps 4 and 5 are decide, and step 6 is Act.

1. POLL FIELD—IDEAIDEA MINING: use network of professionals at the field unit level to identify best practicepractices for mishap prevention, education, mishap investigation, procurement, and other tools. Project unpublished requirements by including end-use customers in the idea mining process. Look for full and partial solutions.

Essentially DSP is a six-step process that runs counter to the military mantra of "requirements-driven", which is backward-looking and focuses instead on projecting future market needs that will eventually become formal requirements but not currently identified as such. Accomplish this by looking at front-line problem solving activity and scaling these solutions up. These six steps, when applied rapidly, can get ahead of recognition, providing viable solutions at the point and time of need:

2. CONSOLIDATE / RACK AND STACK: Heuristically sort list of ideas into groups based on resource requirements, proven record, technology leveraging, mission accomplishment, Department of Defense, Air Force Instruction, and National Guard Bureau identified needs. Based on chosen development cycles, monthly, quarterly, etc., rank orderOrder all projects based on overall value to the force using DSP assessment algorithm (citation forthcoming after public release of algorithm).

1. POLL FIELD—IDEA MINING: use network of professionals at the field unit level to identify best practice mishap prevention, education, mishap investigation, procurement, and other tools. Project unpublished requirements by including end-use customers in the idea mining process. Look for full and partial solutions.

3. ELIMINATE BAD FITS: Scrub the list for items requiring major hardware or other difficult to acquire funding.

2. CONSOLIDATE / RACK AND STACK: Heuristically sort list of ideas into groups based on resource requirements, proven record, technology leveraging, mission accomplishment, Department of Defense, Air Force Instruction, and National Guard Bureau identified needs. Based on chosen development cycles, monthly, quarterly, etc., rank order all projects based on overall value to the force using DSP assessment algorithm (citation forthcoming after public release of algorithm).

4. SELECT: Rapidly source funding in the sub-$50K range to perform a limited DEM/VAL of concept. The key is to remove barriers to execution that typically delay other military efforts.

3. ELIMINATE BAD FITS: Scrub the list for those items requiring major hardware, Air Force Major Command level funding, or other special, difficult to acquire funding or processes. Enterprise-level and/or exquisite programs are anathema to this innovative process. Additionally remove from consideration solutions that duplicate or compete directly with future programmed or existing military programs unless the cost savings is significant. Eliminate those programs that are not scalable in scope.

5. ITERATE FOR RESULTS: Establish definition of success at the outset. Measurable and reportable. Demonstrate measurable results within six months and seek further external and scalable funding from sources such as [[DARPA]], Defense Safety Oversight Council (DSOC), other services, other government agencies, etc. Match requirements to resources and solutions.

4. SELECT AND DEM/VAL: Consider resource requirements and rapidly source field unit funding or headquarters seed monies in the sub-$50K range to perform a limited DEM/VAL of concept. Many technology solutions can be demonstrated with little or no initial funding. Air National Guard Safety office has a presentation on creative funding without a budget. Use rapid contracting mechanisms through government contracting office, primarily employing [[Small Business Administration|SBA]] set-asides, blanket purchase agreements, or previously procured assets that may be re-roled into current use. This requires expert contracting officers and staff who possess training in performing basic functions of government contracting officer representative, or contracting officer technical representative. The key is to remove barriers to execution that typically delay other military efforts.

6. LEAD AND MARKET: lead the effort on behalf of the [[United States Department of Defense]], Joint, Interagency, etc. and tighten the OODA loop down to nothing. Essentially creating an agile, continuous loop so tight, Boyd might describe it as an OODA Point. Market the solution intensely and seek buy -in by returning the solution to same experts that initially proposed it. Identify capable project leaders to run with the project.

5. ITERATE FOR RESULTS: Establish definition of success at the outset. Measurable and reportable. Demonstrate measurable results within six months and seek further external and scalable funding from sources such as [[DARPA]], Defense Safety Oversight Council (DSOC), other services, other government agencies, etc. Match requirements to resources and solutions.

6. LEAD AND MARKET: lead the effort on behalf of the [[United States Department of Defense]], Joint, Interagency, etc. and tighten the OODA loop down to nothing. Essentially creating an agile, continuous loop so tight, Boyd might describe it as an OODA Point. Market the solution intensely and seek buy in by returning the solution to same experts that initially proposed it. Identify capable project leaders to run with the project.

REPEAT PROCESS.

==History and program successes==