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Army’s Rapid Equipping Force on the battlefields of Iraq and Afghanistan finding and deploying technology solutions against agile insurgents. In most industries, manufacturing is no longer a core competence of the U.S. Pete Newell and I have spent a lot of time bringing continuous innovation to government organizations.
While all the teams used the Mission Model Canvas , (videos here ), Customer Development and Agile Engineering to build Minimal Viable Products, each of their journeys was unique. Army as a special operations light infantry squad leader in Iraq and Afghanistan. Jeff Decker , a Stanford researcher focusing on dual-use research.
While traditional offshoring to Asia or Eastern Europe has always been lauded for its cheap labor, for companies that practice agile, or require better collaboration, communication, and a higher level of engagement, the advantages of nearshore software development are clear.
All the teams used the Mission Model Canvas , (videos here ) Customer Development and Agile Engineering to build Minimal Viable Products, but all of their journeys were unique. Army as a special operations light infantry squad leader in Iraq and Afghanistan. Jeff Decker a Stanford social science researcher. Jeff served in the U.S.
Forty years before Agile Development methodologies became popular, ESL had analysts from its &# customer&# sitting side-by-side with ESL engineers designing new equipment together. These would be the heart of ESL’s business. A-12 OXCART CIA Spyplane ESL found other ways to stay very close to its customers.
All the teams used the Mission Model Canvas , Customer Development and Agile Engineering to build Minimal Viable Products, but all of their journeys were unique. Army as a special operations light infantry squad leader in Iraq and Afghanistan. All the presentations are worth a watch. Team: Panacea. Jeff served in the U.S.
The speed, depth and breadth of these disruptive changes happen faster than the responsiveness and agility of our current acquisition systems and defense-industrial base. In Iraq and Afghanistan innovative crisis-driven organizations appeared, such as the Joint Improvised-Threat Defeat Agency and the Army’s Rapid Equipping Force.
All the teams used the Mission Model Canvas , Customer Development and Agile Engineering to build Minimal Viable Products, but all of their journeys were unique. Army as a special operations light infantry squad leader in Iraq and Afghanistan. Each of their slide presentations follow their customer discovery journey. Team: TrackID.
It combines the same Lean Startup Methodology used by the National Science Foundation to commercialize science, with the rapid problem sourcing and curation methodology developed on the battlefields in Afghanistan and Iraq by Colonel Pete Newell and the US Army’s Rapid Equipping Force. Goals for the Hacking for Defense Class.
military can work together – for access to advanced technology and to learn how to move with agility, speed and urgency. During his military career he served in Bosnia, Afghanistan, Iraq, the Arabian peninsula, Egypt, and the Horn of Africa. Takashi Tsutsumi and Masato Iino , founders of Learning Entrepreneur’s Lab in Japan.
Fourth , would the same Lean Startup methodology (business model design, customer development and agile engineering) used in the Lean LaunchPad and NSF I-Corps class work here? Multiple teams have been engaged by government, prime contractor and VC firms for follow-on discussions/engagements. Result: Hell yes. Lessons Learned.
Fourth , would the same Lean Startup methodology (business model design, customer development and agile engineering) used in the Lean LaunchPad and NSF I-Corps class work here? Multiple teams have been engaged by government, prime contractor and VC firms for follow-on discussions/engagements. Result: Hell yes. Lessons Learned.
Martha deployed six times to the Middle East and Afghanistan, flying 325 combat hours in the A-10 attack plane, earning the Bronze Star and six air medals. Martha deploys six times to the Middle East and Afghanistan flying 325 combat hours in the A 10 attack plane ironing the Bronze Star and six air medals.
It was whatever you can do to get away from the classic DOD stovepipe way of doing business to a much more agile software approach. Josh Marcuse and the Defense Innovation Board were instrumental in helping us see what those agile principles were and how we could get moving and go fast. That is the future for the Department of Defense.
So that’s something we need help with, to provide us greater agility. We have to build into the systems for acquisition a method by which we can be far more agile. It needs to be pushed down to an appropriate level to allow for units to be more agile and to adjust if there’s a change of mission.
If negotiations fail, China may respond and escalate, via one of many agile strategic responses short of war, perhaps succeeding in coercing the foundry to stop making chips for American companies – turning the tables on the United States. Short of war, there would be no obvious way to get those foundries back.
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