which the customer works with BMNT to rapidly validate the understanding of a problem, recruit a coalition of users and partners to work on it, build MVPs to test the main aspects of the solution and develop pathways to quickly deploy what works.
Te H4D approach has worked on auto- mated orchestration in cybersecurity operations; data visualization for analysts; wearable medical devices; secure near- field networks; advanced manufacturing and rapid prototyping; underwater and airborne drones; and commercial space technologies.
H4D GOES VIRAL Hacking for Defense rapidly expanded beyond BMNT’s work with U.S. gov- ernment agencies to include the class at Stanford. Since its pilot there in spring 2016, the H4D course has been expanding to universities nationwide in collabora- tion with MD5, the National Security Technology Accelerator, a partnership among DOD, New York University and other top U.S. research universities to
promote civil-military technology
cooperation. In addition, other courses are underway and in development to
apply H4D methodology to problems associated with diplomacy, space and urban resilience—a collaboration with local, state and federal agencies to solve problems related to emergency response, disaster recovery, domestic relief opera- tions, etc.
In the first step of program expansion, Stanford is currently offering a Hack- ing for Diplomacy course. (Secretary of State John Kerry paid a visit in October 2016.) Other universities that are holding or will soon offer Hacking for Defense courses include Stanford; Georgetown University; the University of California, San Diego; the University of Pittsburgh; James Madison University and Boise State University.
H4D is not easy work, for either spon- sors or students. Sourcing a problem to H4D does not mean organizations get to hand off grunt work to Silicon Valley or academia. Sponsoring organizations are actively involved in the H4D process, whether by sending a team to BMNT or by facilitating interviews and MVP test- ing with their student teams. Tat means that organizations interested in solving tough problems
through this rigorous
process should make sure they are pre- pared for the workload.
Teams conduct dozens of interviews dur- ing H4D, questioning, breaking down and validating their problems. Partici- pants are required to get in touch directly with operators and experts. And some- times they even spend time wearing the gear and engaging in part of the mission.
AN IMMERSIVE EXPERIENCE Te first H4D at Stanford attracted a diverse group of students that included engineers, law students, MBA students, veterans and military fellows, and even foreign veterans. Students were drawn to the challenge of solving tough real-world problems, and applied their carefully honed technical and management skills in a high-pressure environment that replicated a fast-paced startup company. Tey were excited to work on problems well outside the academic sphere and relished the opportunity to perform a national service.
“As a student, you accept that only your grade reflects the impact of your hard work. H4D breaks that norm because you see your work making a difference
TAKING A DEEP DIVE
Team AquaLink—from left, Hong En Chew, Rachel Olney, Army Maj. Dave Ahern and Samir Patel—originally set out to develop wearable sensors to warn Navy divers when they were at risk of hypothermia or the bends. But after interviews with SEALs, the team realized hypothermia and the bends were symptoms of the true problem they needed to solve—that divers were underwater longer than necessary because they couldn’t pinpoint their location without surfacing periodically.
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