angle. It is higher-risk, often described as serendipitous, and produces greater rewards. Tese innovations are radical or disruptive, often changing the land- scape of currently accepted approaches or capabilities. Te cost of this innovation is the obsolescence of today’s organizations, processes and capabilities. Revolution- ary innovations are often seen early in capability development, while evolution- ary innovations generally take the form of improvements that are identified and implemented as that capability is fielded and adopted for wider use.


Revolutionary innovation, whether in the military or in the private sector, requires the triad of elements: a driving force, a talented, funded and supported team, and a viable environment. It’s simple to start a fire by lighting a gas grill on the back porch. It’s a lot harder to light a fire at a windy, rainy campsite. Likewise, fostering innovation in organizations varies based on needs, people and culture. No matter the conditions, you need all three—spark, fuel and oxygen—at one place, at the same time for the fire of innovation to occur. Te guidance is clear: “Go inno- vate!” What is less clear are the critical parts required to make that innovation happen and produce tangible results.


FROM THE BIG SIX TO THE CFT Te good news is the Army has a dem- onstrated history of success in leveraging revolutionary innovation to modernize. In the 1970s, the Army developed the major weapon systems that came to be known as the “Big Six.” Tey include the M270 Multiple Launch Rocket System; the M1 Abrams main battle tank; the Bradley Fighting Vehicle; the AH-64 Apache and the UH-60 Black Hawk helicopters; and the Patriot Air Defense System. In the 1980s, the Army fielded these six modern weapon systems to achieve operational overmatch in Operations Desert Shield


CHALLENGE DELIVERED


U.S. Army Chief of Staff Gen. Mark A. Milley delivers his State of the Army address at AUSA’s Eisenhower Luncheon on Oct. 10, 2017. He announced new initiatives, including the creation of a new modernization or futures command, six modernization priorities and the establishment of eight cross-functional teams. (U.S. Army photo by Daniel Torok)


PROTOTYPE AS BRIDGE


A Counter-Unmanned Aircraft System (C-UAS) Mobile Integrated Capability (CMIC) vehicle is loaded onto a C-17 in February 2017 at Lawton-Fort Sill Regional Airport in Oklahoma before being transported to Europe. The Army Rapid Capabilities Office is using prototypes, such as the CMIC, as a natural bridge between emerging technologies and more mature solutions that are part of official programs of record. (U.S. Army photo by Keith Pannell, Fort Sill Public Affairs)


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COMMENTARY


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