Five years ago, traditional players such as Nokia, Ericsson, and Motorola dominated the mobile phone industry. The hottest phones today are by Apple and Samsung/Google (Android). Nokia et al were disrupted.
Not all innovation or industry renewal takes place at such a pace. Regardless, it seems that Aerospace and Defense could be facing such a shift – and almost as fast – whether motivated by an impending reduction in the defense budget, or propelled by the need to address new threats.
Innovation –not just with new technologies, but in business models and in strategic approaches in how the Government buys will enable us to deal with this shift. This day of dialogue is about our industry having a conversation about what innovation is, where it plays a role, what paradigm shifts we need to take on –" so that our competitiveness remains intact. It promises to bring together a number of thought leaders, industry execs, and Government policy makers, to focus on the role of innovation in keeping our industry sector competitive – especially as we enter an environment of diminishing resources.
- What are the basic building blocks to foster and/or improve innovation within our companies and organizations? What about business models and innovative partnering (innovation is not just about technology – owned by the Chief Technology Officer)
- What role does (or should) the Government play – how can the Government itself be more innovative (i.e. acquisitions approaches)?
- Where does Human Capital Strategy come into play?
- What strategies exist to advance our competitiveness, especially in this global economy where China, who is a rival, militarily speaking, is a partner for commercial aerospace?
Morning Capstone Roundtable: Innovation – a CEO's Imperative; Moderator – Mr. Steve Grundman
Innovation has long been a hallmark of the aerospace and defense industry, both in achieving unprecedented technical advances for the fields of science and engineering and in allowing individual companies to remain competitive in an uncertain and rapidly evolving market environment. By the same token, there may be no industry more dependent on continued innovation than the aerospace and defense industry. We need it for growth in an era when the Defense budget is projected to drastically reduce.
This panel reviews innovation practices in the industry, compares it with some others, and explores how we can leverage new approaches to maintain industry competitiveness, to find growth, to evolve in a healthy fashion.
Dr Reginald Brothers, Office of the Secretary of Defense, Assistant Secretary for Research and Engineering
Mr Tom Guthrie, CEO Twisted Pair
Ms Annette Mason, Partner, Blue Mine Group
Mr. Michael Hauser, Director, Strategy, Boeing Military Aircraft Systems
Mr. David Van Buren, Senior VP Corporate Strategy, L3COM
Dr. Rebecca Taylor
IEEE Fellow to Dept of State, Innovation & Entrepreneurship
Afternoon Concurrent Round Tables
The number of cyber-attacks against corporations and government agencies totaled 3 billion in 2010, according to a 2011 cybersecurity report issued by Symantec. Web-based attacks in 2010 increased 93 percent from 2009, driven by an increase in the use of hacker tools easily downloaded from the Internet. While government budgets, and in particular the defense budget is facing declines in the coming years, investment in cyber is projected to grow. U.S. government customers range from ‘cyber leader" such as the NSA where cyber is a core part of their mission, to emerging cyber customers with specialized but significant needs. A challenge to operating success in the cyber market has been bringing the best practices and leadership of the private sector led by innovative companies and VC in Silicon Valley with the significant and growing needs in the public sector.
Mr. Jeff Snyder, Raytheon, Vice President, Cyber Programs
Mr. Robert Ames, Senior Vice President, In-Q-Tel
Brad Rotter, CEO, Air Patrol
Mr. Scott Aiken, Vice President of Strategic Ventures, L-3 Communications - STRATIS Division
Mr. Sam Visner, Vice President and Lead Executive for Cyber Security, CSC
Big Data and Analytics Panel
The sheer volume of data –projected to grow at a rate of 40% per year – is a global phenomenon. Big Data has already taken many commercial sectors by storm and is beginning to impact government customers from the Intelligence Community and Military to the National Weather Service and Center for Medicare & Medicaid Services. Collectively, federal customers hold some of the world's largest data stores and government missions are increasingly subjected to big data forces from the commercial sector.
The potential value of Big Data to US government is on par with the most sophisticated commercial sectors such as financial services and insurance, according to some measures. However, the government customer is uniquely challenged in realizing this potential. Many government agencies lack the talent and technology to benefit from Big Data. Many more agencies lack a data-driven culture sufficient to understand its potential. Opportunities are not limited to advanced R&D projects but reside within customers struggling to realize the benefits of existing data warehouses and business intelligence systems. Bringing together Silicon Valley leaders, larger defense and government and services firms, and the U.S. government will be critical to success.
Dr. Khalid Khan, Partner, AT Kearney
Mr Ron Peglar, CTO, Americas, EMC-Isilon
Mr. Alex Vacca-Corporate Director, Business Assessment, Northrop Grumman
Mr. Rob Benson - CIO - ID Analytics;
Mr Robert Ames, Senior Vice President, Technology, IN-Q–Tel
Mr. Steve Blank
Steve Blank is a Silicon Valley-based retired serial entrepreneur, founding and/or part of 8 startup companies in California's Silicon Valley. A prolific educator, thought leader and writer on Customer Development for Startups, Blank teaches, refines, writes and blogs on "Customer Development," a rigorous methodology he developed to bring the "scientific method" to the typically chaotic, seemingly disorganized startup process.
Now teaching Entrepreneurship at three major Universities and the National Science Foundation Innovation Corps (I-Corps), Blank co-founded his first of eight startups after several years repairing fighter plane electronics in Thailand during the Vietnam War, followed by several years of defense electronics work for U.S. intelligence agencies in "undisclosed locations."
Blank's first book, "The Four Steps to the Epiphany," detailed the Customer Development process and remains required reading among entrepreneurs, investors, and established companies alike, when the focus is optimizing a startup's chances for scalability and success. Blank views entrepreneurship as a practice that can be managed rather than purely an art form to be experienced.
"The Startup Owner's Manual" was Blank's second book and is a step-by-step guide to building a successful startup, offering practical advice for any startup founder, entrepreneur, investor or educator.
His Customer Development methodology launched the lean startup movement. It is rooted on startups "getting out of the building," talking to customers and using that feedback to develop and refine their product.
In 2009, he earned the Stanford University Undergraduate Teaching Award in Management Science and Engineering. The same year, The San Jose Mercury News listed him as one of the 10 Influencers in Silicon Valley. In 2010, he was earned the Earl F. Cheit Outstanding Teaching Award at U.C. Berkeley Haas School of Business.
In January 2011, he launched a new class at Stanford University, The Lean LaunchPad. It teaches aspiring entrepreneurs all aspects of building a business, including business model design, customer and agile development, and design thinking. In July 2011, the National Science Foundation adopted the Lean Launchpad as the curriculum for its Innovation-Corps, an incubator for 100 science and engineering teams each year.
Mr. Ken Minihan
Lieutenant General Ken Minihan is a Managing Director at Paladin Capital. He retired from the U.S. Air Force on June 1, 1999, after more than 33 years of active commissioned service to the nation. On his final tour of duty he served as the 14th Director of the National Security Agency/Central Security Service, a combat support agency of the Department of Defense with military and civilian personnel stationed worldwide. As Director, he was the senior uniformed intelligence officer in the Department of Defense. He has also served as the Director of the Defense Intelligence Agency. He has over thirty years experience in national, defense and military information services, information technology development and diverse customer support services.
Lieutenant General Ken Minihan has vast experience in large complex global and national information operations, information technology deployment, and customer requirement satisfaction. While the Director of NSA, he helped conceive and provide strategic direction to the National Information Assurance Program. He also created strategic approaches and development concepts for emerging telecommunications technology while redesigning core business skills and efficient operations. He has the unique ability to integrate complex programs and business operations allowing the organization to focus on cost and schedule goals.
Lieutenant General Ken Minihan has a Baccalaureate Degree from Florida State University, a Masters Degree from the Naval Postgraduate School, and has completed executive development programs at the University of Illinois and Harvard University. Among his awards and decorations are the National Security Medal, the Defense Distinguished Service Medal, the Bronze Star, and the National Intelligence Distinguished Service Medal.