Develop a portfolio of small bets that the NSTA might act on immediately to accelerate the development of a highly effective and productive Defense Innovation Network.
Dare to make a big difference.
Find fresh inspiration for status quo–busting solutions.
Stretch beyond assumptions, biases, and orthodoxies to expand what’s possible.
Gain insights that can be gotten only through making.
Discover what works without risking it all.
Open up so others can help you improve your solutions and achieve impact sooner.
Million Man March
Loathe to Love
Biz in a Box
Truth + Truth
I’m a Tool
Moments that Matter
Dog in a Hat
Love & Loathe
We selected the four most important archetype DIN members from among dozens of potential members. Each Blitz Team became an advocate for one of the four archetypes so their point of view, needs, and voice might be in the room as we conceived of the DIN.
We used “Moonshot” and “Eulogy”—Be Bold drills—to inspire many different expressions of the impact that the DIN might have. The most compelling options were selected through dot voting.
DIN drives a free-market China.
DIN turns the DoD into a service.
DIN creates a unclass(y) world.
DIN leads the formation of Milicon Valley (Valley 2.0).
DIN inspires sweeping culture change in Defense.
DIN delivers concept to system deployment in two months.
DIN enables flexible deployment; DoD = Deploy on Demand.
DIN cuts military cost in half with twice the capacity in 18 months
Service in the DoD becomes the most desirable job of every Harvard/Stanford/Princeton/MIT graduate.
DoD School of Innovation
Create a legacy
We can keep the good guys in charge.
We can save lives.
We can preserve freedom.
We can attract and retain the best.
We can confront the greatest challenges.
The U.S. can lead a model the world wants to follow.
We can lead a Second American Revolution.
We can create a network that will be emulated by governments and companies around the world.
We can offer members a purpose higher than money.
We can create agility for the DoD, DIN members, and warfighters everywhere.
We can create relationships that transcend the DIN.
We can transform the relationship between the DoD and Congress.
We can eliminate incentives to fight the U.S.
We can help the DoD deliver technologies that drive the economy for years.
We can keep the U.S. safe.
We can make it futile to threaten the U.S. and her allies.
We can advance the U.S. technology dominance.
We can raise the intellectual bar for America.
We used “8-Word Impact”—a Be Bold drill—to generate purpose statements for the DIN. The most compelling options were selected through dot voting.
To lubricate the defense community.
To respond to an uncertain future.
To foment freaks, geeks, and weirdos to save the world.
To overcome convention to create exponential innovation.
To unite dreamers and create the future.
To defend the U.S. by disrupting threats to global prosperity.
To open the DoD innovation doors to all companies and military members.
To transform military research and development to change the world.
To leverage the global tech base to eliminate armed conflict.
To catalyze innovative talent networks to solve U.S. challenges.
To catalyze talent networks to spark high-impact solutions.
To excite talented citizens to disrupt ourselves first.
To unlock hidden genius to effect change.
We used “Draw It” and “In a Box”—Make Stuff drills—to explore how the DIN might engage members and operate.
The DIN is charting new territory—attempting to build an innovation network that spans all branches of the military—on the foundation of past successes within individual branches.
We used “Waypoints”—a Move Fast drill—to surface the most important questions that we should be considering to discover what it will take to stand up and operate a successful Defense Innovation Network.
Why might key partners want to participate?
Who might key partners need and want to talk to?
What are the biggest challenges key partners face today?
Who might help the DIN bring ideas in and get ideas out?
What might leadership need?
How might we protect classified information?
Who might be responsible for the DIN?
How much space might be needed and where might the DIN be located?
Who might report to whom?
Why might members care?
What might the DIN mission be?
How might the success of the DIN be measured? Now? In 6 months? In 5 years?
What might Phase One of the DIN be and require?
How might we define our members?
What are the biggest challenges members face today?
How might we define our members?
How might we best equip our military forces to defend America?
How might members communicate with collaborators?
How might the DIN generate income?
Where might funding for the DIN come from?
What might be the advantages of partnerships?
How might the DIN filter bad actors out?
How might the DIN reach interested people?
What might be in it for members?
What might be the legal obstacles?
What resources might we steal/beg/borrow?
What might set us apart?
What measures of effectiveness might help keep the DIN going?
How might a bottom-up approach affect funding?
Why might members trust us?
Why might members invest time with us?
How might we get visibility outside of the DoD?
How might we market the DIN?
What might be the best allocation of money?
Who might pay and how?
When might the right people be available?
How might we “filter” needs?
How might we integrate government decision makers?
How might we link or own?
How did you build your network(s)?
How might we best support our different members?
What might we do differently than other efforts that have failed?