Basic Process
The "process" is executed similar to a venture capitalist's portfolio of projects in that the team invests small amounts of resources in many disruptive ideas. Then the team assesses initial demonstrations and validations (DEM/VAL) of those solutions, choosing only to fully develop those that show success and return on the investment. Within the simplified OODA (Observe, Orient, Decide, Act) model, step 1 would be observe, steps 2 and 3 combine to form orient, steps 4 and 5 are decide, and step 6 is act.
Essentially it is a six-step process:
1. POLL FIELD—IDEA MINING: use network of professionals at the field unit level to identify best practice mishap prevention, education, mishap investigation, procurement, and other tools. Look for full and partial solutions.
2. CONSOLIDATE / RACK AND STACK: Heuristically sort list of ideas into groups based on resource requirements, proven record, technology leveraging, mission accomplishment, AFI directives, and NGB identified needs. Rank order all projects based on overall value to the force using DSP assessment algorithm (citation forthcoming after public release of algorithm).
3. ELIMINATE BAD FITS: Scrub the list for those items requiring major hardware, POM, or other non-O&M (3400-type) funding or processes. Eliminate those programs that are not scalable in scope.
4. SELECT AND DEM/VAL: Consider resource requirements and rapidly source field unit funding or headquarters seed monies in the sub-$50K range to perform a limited DEM/VAL of concept. Use rapid contracting mechanisms through government contracting office, primarily employing SBA set-asides, blanket purchase agreements, or previously procured assets that may be re-roled into current use. This requires expert contracting officers and staff who possess training in performing basic functions of government contracting officer representative, or contracting officer technical representative.
5. RESULTS: Establish definition of success at the outset. Measurable and reportable. Demonstrate measurable results within six months and seek further external and scalable funding from sources such as DARPA, Defense Safety Oversight Council (DSOC), other services, other government agencies, etc. Match requirements to resources and solutions.
6. LEAD AND MARKET: lead the effort on behalf of the United States Department of Defense, Joint, Interagency, etc. and tighten the OODA loop down to nothing. Essentially creating an agile, continuous loop so tight, Boyd might describe it as an OODA Point. Market the solution intensely and seek buy in by returning the solution to same experts that initially proposed it. Identify capable project leaders to run with the project.
REPEAT PROCESS.
Read more about this topic: Disruptive Solutions Process
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