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Todd Branchflower took my Lean LaunchPad class having been entrepreneurial enough to convince the Air Force send him to Stanford to get his graduate engineering degree. Graduation day with classmate Joseph Helton (right), killed in action in Iraq in 2009. Here’s Todd’s story of how we got there and progress to date. ——-.
Although the class was run completely online, and even though they were suffering from Zoom fatigue, the 10 teams of 42 students collectively interviewed 1,142 beneficiaries, stakeholders, requirements writers, program managers, industry partners, etc. Team Fleetwise – Vehicle Fleet Management. All the presentations are worth a watch.
Army’s Rapid Equipping Force on the battlefields of Iraq and Afghanistan finding and deploying technology solutions against agile insurgents. Together Pete, Joe Felter and I created Hacking for Defense , a nationwide program to teach university students how use Lean methodologies to solve defense and national security problems.
The eight teams spoke to over 945 beneficiaries, stakeholders, requirements writers, program managers, warfighters, legal, security, customers, etc. And the trick is we use the same Lean LaunchPad / I-Corps curriculum — and kept the same class structure – experiential, hands-on, driven this time by a mission -model not a business model.
Beyond just those who will be hearing about the lean startup for the first time, Im expecting to shake a lot of hands and have a lot of interesting side conversations. Policy makers need to know: regulations designed to manage big-companies actually protect those companies by stifling innovation (and competition) from startups.
The eight teams spoke to over 820 beneficiaries, stakeholders, requirements writers, program managers, warfighters, legal, security, customers, etc. And the trick is we use the same Lean LaunchPad / I-Corps curriculum — and kept the same class structure – experiential, hands-on, driven this time by a mission -model not a business model.
This book may be the Iraq war equivalent of “ Dispatches &# which defined Vietnam for my generation. Both reminded me why National Service would be a very good idea.)
Its systems were struggling to manage the rapidly increasing torrent of information being collected. By the end of the 20 th century the Central Intelligence Agency (CIA) realized that it was no longer the technology leader it had been when it developed the U-2, SR-71, and CORONA reconnaissance programs in the 1950’s and 1960’s.
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. of Management Science and Engineering.
When Colonel Peter Newell headed up the Army’s Rapid Equipping Force (REF) he used lean methods on the battlefields of Iraq and Afghanistan to provide immediate technology solutions to urgent problems. A beneficiary can be a soldier, program manager, commanding general, government contractor, stakeholder, customer, etc.)
Our goal was to scale these classes across the US giving students the opportunity to perform national service by getting solving real defense/diplomacy problems using Lean Methods. We wrote a program managers guide to help leaders inside government organizations use the class to speed up their problem solving process.
Six teams spoke to over 600 beneficiaries, stakeholders, requirements writers, program managers, warfighters, legal, security, customers, etc. Our primary goal was to teach students Lean Innovation while they engaged in a national public service. Army as a special operations light infantry squad leader in Iraq and Afghanistan.
My guests this past week on Bay Area Ventures on Wharton Business Radio on Sirius XM Channel 111 were: Pete Newell , managing partner of BMNT Partners. Matt Weingart, program development manager in the Strategic Development Office at the Department of Energy’s Lawrence Livermore National Laboratory. Listen to my entire chat with John.
So it's understanding what constraint is and how to manage that, I suppose was, John (05:27): Yeah, of course, it's so cliche now, but I like to tell even 30 year olds about a dialup internet and things of that nature. Can you imagine that now it would take 10 minutes and we had to take turns. So that was huge for me.
So it's understanding what constraint is and how to manage that, I suppose. So now when I'm building startups, I'm really shrewd and very lean and I can build things very quickly and I'm very resourceful. (15:01): John Jantsch (06:24): Yeah. And it has someone go through it from his perspective. So that was huge for me.
Our goal was to scale these classes across the US giving students the opportunity to perform national service by getting solving real defense/diplomacy problems using Lean Methods. We wrote a program managers guide to help leaders inside government organizations use the class to speed up their problem solving process.
BMNT , a new Silicon Valley company, is combining the Lean Methods it learned in combat with the technology expertise and speed of startups. The University of California managed research and development of the bomb design at Los Alamos while the US Army managed the Los Alamos facilities and the overall administration of the project.
They’ve collectively talked to over 550 beneficiaries (users, program managers, stakeholders, etc.) The teams live and die by the Lean Startup credo: “There are no facts inside the building so get the hell outside.” But by week 5, (this week) the teams have either embraced the Lean process or we’re not going to get through to them.
And that the Lean Innovation tools we’ve built to deal with disruption and create continuous innovation for large commercial organizations were equally relevant here. For targets over uncontested airspace (Iraq, Afghanistan, Syria, Somalia, Yemen, Libya, etc.) This post offers a few days’ worth of thinking about what I saw.
They’ve collectively talked to over 550 beneficiaries (users, program managers, stakeholders, etc.) The teams live and die by the Lean Startup credo: “There are no facts inside the building so get the hell outside.” But by week 5, (this week) the teams have either embraced the Lean process or we’re not going to get through to them.
Its systems were struggling to manage the rapidly increasing torrent of information being collected. By the end of the 20 th century the Central Intelligence Agency (CIA) realized that it was no longer the technology leader it had been when it developed the U-2, SR-71, and CORONA reconnaissance programs in the 1950’s and 1960’s.
In 1991 we went to war in Desert Storm to evict Iraq out of Kuwait. Iraq was also launching Scud missiles and we used Strategic Missile warning capabilities that we have (in space) to detect ICBMs, and we used them to be able to give warning of these smaller rockets. Desert Storm and Space. And that really was the first space war.
Lean methodologies have changed the way science is commercialized in the U.S. government has embraced Lean methodologies to reinvigorate its innovation efforts was the focus of the latest episode of my SiriusXM radio show, Entrepreneurs are Everywhere. How the U.S. That research is the building block to innovative products.
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