ARMY AL&T
INNOVATION PIPELINE
The Innovation Pipeline is a disciplined, repeatable and scalable means to introduce and manage disruptive innovation. It gathers problems an organization faces, whether emerging or persistent, identifies solutions to those problems and provides a pathway for solution adoption in five steps. (Graphic courtesy of BMNT)
and how to communicate successes. And it features BMNT’s core operating system, the Innovation Pipeline. “Te Innova- tion Pipeline is a macro-level framework to think about how to get things accom- plished using innovation in government,” Horne said. Te Innovation Pipeline is a five-step process that takes the user from gathering problems to transitioning to operational capabilities that are scalable and repeatable. It can be used with any existing innovation techniques, such as Lean or Scrum.
Te Innovation Hub also used a simplified type of procurement contracting called commercial solutions openings, which are significantly faster than traditional Federal Acquisition Regulation (FAR)- based contracting, to acquire a technology that AFWERX had been using. “Crius was a black box capability that the Air Force used on foreign battlefields to unify
communications. ...We were able to use that same technology and deploy it domes- tically to ensure that we were able to unify communications and elevate emergency communications.”
But government organizations starting innovation efforts can easily “get dragged down into what we call ‘innovation theater,’ ” Horne said. “It’s an intellectu- ally interesting topic that may not really result in any activities related to mission. But if you stay focused on how we achieve mission and how do we do things differ- ently and use different capabilities and do different ways to achieve the goal, that is the essence of what we’re talking about.”
Most government innovation
doesn’t involve technology.
THE BOOK
“Creating Innovation Navigators” was published in June by BMNT, where Horne now works as entrepreneur-in-residence. (Image courtesy of BMNT)
Te book discusses how to build inno- vation organizations;
the necessary
functions and resources for innovation; ways to measure progress, with metrics to show impact within an organization,
CONCLUSION Having a blueprint and metrics to show what’s working and what isn’t is something Horne and BMNT developed at CISA. “Innovation is inherently about not know- ing exactly what’s going to happen,” Horne said. “You can plan and create structures and processes that will help you achieve something, but you don’t always know how it’s going to turn out. So, you have to constantly review and check and measure how your efforts are going.”
In the end, Horne writes in the book, “Innovation is about bringing posi- tive change to an organization: finding new ways to approach old tasks and being willing to challenge the status quo to find better, more efficient, faster, cheaper or less painful processes that will improve the organization’s outcomes.”
MICHAEL BOLD provides contract support
to the U.S. Army Acquisition
Support Center. He is a writer and editor for Network Runners Inc., with more than 30 years of editing experience at newspapers, including the McClatchy Washington Bureau, Te Sacramento Bee, the San Jose Mercury News, the Dallas Morning News and the Fort Worth Star-Telegram. He holds a Bachelor of Journalism from the University of Missouri.
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