RAAF Plan Design-Led Innovation - Enabling Transformation
Plan is Air Force s plan to transform into a fully integrated force that is capable of fighting and winning in the information age. "Air platforms, command and control, and information management systems must be acquired in a deliberate manner, with a full regard for future operating concepts. We must achieve the future Air Force by design." Seminar intent to explore: o how the RAAF, in partnership with the other Services, Groups and Industry, can create the appropriate innovation / transformation environment to support the design and implementation of the RAAF s Plan. o Will business as usual work?
Every once in a while a revolutionary product comes along that changes everything Steve Jobs Design-Led Innovation
Plan We must achieve the future Air Force by design
We need a generational change in the ISR, network and Comms systems and other capabilities that will support the F-35 if we are to get the most out of the aircraft s capabilities March 2014 Brown AIRMSHL Geoff Design-Led Innovation
Design-Led Innovation what is it? Plan Narrative CONOPS How it works Program of Work Gap Analysis Experiments Dawn ++
Design-Led Innovation what is it? Plan Narrative Design CONOPS Program of Work Gap Analysis Experiments Dawn ++
Design-Led Innovation what is it? Plan Narrative Design CONOPS Program of Work Gap Analysis Experiments Dawn ++
Design-Led Innovation what is it? Plan Narrative Innovation Desig n CONOPS Program of Work Gap Analysis Experiment s Dawn ++
Design-Led Innovation what is it? Plan Design Capability Design CONOPS Design Effect Level Platform Innovation Program of Work Experiments Dawn ++
Design-Led Innovation Is Design-Led Innovation feasible for the RAAF / ADF?
Design-Led Innovation Innovation has nothing to do with how many R&D dollars you have It s about the people you have, how you are led and how much you get it. Steve Jobs
Plan Design-Led Innovation Challenges Risk / Fear- innovation in the Canberra Environment tolerance of failure? Having the right people with right skills sets at the right level Overcoming hierarchical resistance and process If history is any guide, the overwhelming majority of the start-ups that attracted funds will ultimately fail 90 per cent is the rule of thumb That's a natural part of the entrepreneurial process it's a sobering reality nonetheless.
Plan Design-Led Innovation Opportunities Plan is the opportunity Teaming to access the right people and skills (i.e. partnerships) Team model design outside-in / empower the middle Learning From others - e.g. USAF and Industry From each other - teaming
Seminar Program Seminar / Workshop Context Opening Address - Keynote Address - Morning tea 1030-1100 Lockheed Martin Boeing End of Morning Seminar at 1230 AVM John Blackburn AO (Retd), Deputy Chair, Williams Foundation AIRMSHL Leo Davies AO CSC Chief of Air Force Lt Gen Jeff Lofgren USAF Deputy Chief of Staff Capability Development Headquarters Allied Command Transformation Mr Stephen Justice Skunk Works Director for Advanced Systems Development Mr Paul Geery - Phantom Works VP Advanced Network and Space Systems Mr Shane Arnott - Phantom Works Director International
Workshop Program Working Lunch @ assigned tables review of morning s presentations 1315 - Workshop Context - Workshop Session 1 AVM Warren McDonald AM, CSC Deputy Chief of Air Force Questions set by the team Afternoon Tea at the tables Workshop Session 2 1545 - Team Plenary Question set by team GPCAPTs Chipman and Campbell End of Workshop at 1630
Air Marshal Leo Davies AO CSC Chief of Air Force Design-Led Innovation
Lt Gen Jeff Lofgren USAF HQ Allied Command Transformation Design-Led Innovation
Mr Stephen Justice Lockheed Martin Skunk Works Design-Led Innovation
Mr Paul Geery / Mr Shane Arnott Boeing Phantom Works Design-Led Innovation
AIRMSHL Errol McCormack AO (Retd) Chairman, Williams Foundation Design-Led Innovation