applying joy's law to open innovation at nasa - mit...
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system design & management
Applying Joy's Law to Open Innovation at NASA
Mark Jernigan [email protected]
system design & management
HumanHealthandPerformanceDirectorate(HHPD)Overview
• Human health and performance in the space environment – Space medicine –
• Health care and medical systems • Physiological and behavioral effects of spaceflight
– Research & Tech Dev on weightlessness, isolation, autonomy – Space environmental monitoring and control
• Radiation, air/water, microbiology/toxicology, noise, lighting, etc. – Human Systems
• Human centered design, ergonomics, habitability, biomechanics, occupant protection, food systems
• Human-centered risk assessment and risk mitigation • Space Flight Human System standards and requirements • Human Research Program Office: path to risk reduction • Strategy formulation and innovation management
system design & management
Hostile Spaceflight
Environment
Mitigations
NASA Human Health and Performance Goal: Enable Successful Space Exploration by Optimizing Controls to the
Risks of Spaceflight Hazards
Spaceflight
Hazards Risks
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Human Risks Physiological Deterioration
Radiation damage Toxin damage Human Error Many others
Hostile Atmosphere Altered Gravity
Radiation Isolation
Closed Environment Scarce Resources
Distance from Earth Large hysteresis in
the supply chain
Deliverables: Technologies
Countermeasures Preventions Treatments Standards
Increasing Hostile Environment, Durations and Distance takes the problems outside of our Evidence Base
5
0
100
200
300
400
500
600
Flight Duration
Current expertise Expertise studying human health risks limited to relatively short flight duration
Future challenges entail increasingly complex human health risks from longer flights and habitation in space
Num
ber o
f ind
ivid
ual e
xpos
ures
Future needs Future missions (Moon, Mars) require mitigations to prolonged exposure to deep space
Bodyofknowledge
Gaps
Gaps
Gaps
Gaps
RiskFactors
RiskFactors
RiskFactors
RiskFactors
Hazard Countermeasures
Sensors
Analy>caltools
Unknown
known
NotValidated
IncompleteUnknown
WellCharacterized,Mi>gated
WellCharacterized,Mi>ga>onNeedsval
Suspected,notvalidated
WellCharacterized,Mi>ga>oninadequate
Notinsitu,toobig,notsensi>veenough,opera>onalissuesRequiresamplereturn
BreakthroughCM
Breakthroughsensor
Unvalidatedassump>onsMismatchwfltdataDon’taddressfullrange
Innova>vetool
HazardMi>ga>onDomain
6/6/166
Overview
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NASA problems will require us to effectively leverage collaboration with external organizations
Understand the landscape and do appreciative inquiry to develop an approach, pilot techniques to verify they work and come up with a framework to best match problems with collaboration strategies
NASA HHPD, with a focused strategy for pursuing external collaboration, takes on the cultural resistance through workshops, strategic assessment, funding commitment and performance imperatives
Use one of the open innovation techniques to develop and deliver a tool to facilitate adoption
the challenge.
the approach.
the mechanism.
adoption.
The Challenge
Dimensions of the Challenge • increasingly complex problems outside of our evidence base • Significant constraints on talent, ability to gather new data and
resources • Perception of limited solutions outside our community • Must also demonstrate benefits to the public
Unrealized potential for adoption of new mechanisms • other orgs see tremendous results from collaboration • NASA brand attracts collaborators (plusses, minuses) • external opportunities abundant
Untapped talent, resources
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NASA HHPD represents less than 0.8% of life scientists and less than 0.2% of life science funding in the U.S.
U.S.$Life$Sciences$Expenditure$
Industry)($58B))
Academia)($28B))
NASA)HHPD)($150M))
Source: National Science Foundation/Division of Science Resources Statistics, Survey of Research and Development Expenditures FY 2006 [email protected]
JOY’S LAW
“No matter who you are, most of the smartest people work for someone else”
Joy’s Law: Bill Joy, Founder of Sun Microsystems
Causal factors behind Joy’s Law knowledge is unevenly distributed – Hayek (1945) knowledge is sticky – von Hippel (1994)
* HBS class presentation to NASA
Significant opportunity lies beyond any organization’s boundaries
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No single research organization is
connected to the majority of research
External opportunities abundant, Joy’s Law in pharma research
Source: BCG; Based on two years of publication data in a neurology field obtained from PubMed. Nodes indicate authors and links indicate co-publication.
Significant opportunity lies beyond any organization’s boundaries
Even here, NASA HHPD would miss
out on the majority of external research
External opportunities abundant, Joy’s Law in pharma research (cont.)
Source: BCG; Based on two years of publication data in a neurology field obtained from PubMed. Nodes indicate authors and links indicate co-publication. 12
ExpandingFindingSolu>onsOutsideof‘InnerCircle’
NASAHHPD
Research“InnerCircle”andotherNASAProfessionalResearch/TechDevelopment
OtherAnalogousDomains
UndiscoveredSolvers
Ra>onaleforUsingInnova>veSolu>onMechanisms• Engagesunknownsourcesofknowledge,skills,techniques,andtechnologies• Mayrevealuniden>fiedvariables,problemsubsets,andcharacteriza>onofdeepfeaturestohelpinsolvingthe
problem• Increasespoten>alforbreakthroughimprovementsand/orcost/resourcessavings• Increasesnumberofpoten>alsolu>onsforconsidera>onIfyouare
– Notmakingenoughprogressthroughtradi>onalmeans– Wanttohaveamul>-prongedsearch– SearchforIdeas– Needmoreeyesontheproblem
• Expandsthecommunityinterestedinourproblems– Otherunknownen>>esmaybetryingtosolvethesameproblem– Useitifyouneedmoreeyesontheproblem– Externalresourcescontributeandcollaboratetosolveourproblems,freeingupin-housetalenttoaddressotherproblems
• Reflectsnewfederalgovernmentpolicy– Outreach– ExpandsvisibilityandsupportforNASAefforts– Mandatestodomorewithless
• Ins>tu>onalizesflexibleproblemsolving– Providesasystema>cwaytogetanswersquickly– Alsovalidatesareaswherenosolu>onisreadilyavailable
• Haspoten>altoincreasespeedofdeliveryandreducecostofdevelopment– Notenoughinternalresourcestosolveproblem– Urgency– Wanttoleverageexternalresourcess
LandscapeofInnova>onMechanisms
Co-developmentorsolu>onsolving
TopCoderSocialMediaOpportuni>esMakerFaire
TedExInnoCen>ve
OpenModels
“crowdsourcing”Involvesexternalproblem
development,searching,solving,
selec>onorvo>ng,
implementa>on
FacilitatedCollabora>on
DeVenCINHHPCSummitSeman>cSearchesyet2.comOther
Conveners
StrategicPartneringOutsourcingDataMiningCommunitySearchingDistribu>on
ListsSBIRNRA
ClosedModelsInHouse
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Portfolio Analysis: Mapping - Models of Collaboration
From Gary Pisano, Harvard Business School
OpenInnova>onPilots
• Open innovation and collaboration– four pilot mechanisms
• InnoCentive- posts individual challenges/gaps to their established network of solvers (200,000)
• financial award if the solution is found viable by the posting entity • Yet2.com- acts as an actual technology scout bringing together buyers
and sellers of technologies • Option to develop partnerships
• TopCoder - open innovation software company with a large network of
solvers (200,000) • variety of skill-based software coding competitions
• NASA@work-internal collaboration platform leveraging expertise found across NASA’s 10 centers
PilotSuccesses
Co-Developmenttoenhancesolarpredic>ontechniques(InnoCen>ve)
Strategicpartnershiptoprovideanultrasoundinspace(GooglesearchforpartnershipwithOhiostartup)
Facilitatedcollabora>onforreal->memicrobiologicalmonitoringofwaterbiocides(yet2.com)
OpenInnova>on-InnoCen>ve
• The challenge posting cycle ranges from 30 to 90 days depending on challenge type – NASA Pavilion established to co-locate/advertise challenge
• If a solution is not found, no award fee or success fee is paid – Exception: ideation challenge type has to be awarded.
• During the challenge posting process InnoCentive screens questions and proposals based on NASA’s requirements. – Level of screening is tailored by each individual challenge
owner • After all challenges have been posted/completed,
InnoCentive provides an evaluation report to NASA
Over2,900Solversfrom80CountriesPar8cipated
2900Solvers–80countries
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NASAJohnsonSpaceCenterSLSD–SA
NASAGlennResearchCenter NASALangley
ResearchCenter
InnoCen>vePilot:ChallengeDataandSta>s>cs
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ChallengeTitle Ctr Posted Deadline ProjRms Sub Award
DateAwardAmount
ImprovedBarrierLayers…KeepingFoodFreshinSpace
JSC-SLSD 12/18/2009 2/28/2010 174 22 5/7/2010 $11,000
MechanismforaCompactAerobicResis>veExerciseDevice
JSC-SLSD 12/18/2009 2/28/2010 564 95 5/14/2010 $20,000
Data-DrivenForecas>ngofSolarEvents
JSC-SLSD 12/22/2009 3/22/2010 579 11 5/13/2010 $30,000
Coordina>onofSensorSwarmsforExtraterrestrialResearch
LRC 2/27/2010 4/26/2010 423 37 6/4/2010 $18,000(3)
MedicalConsumablesTracking GRC 5/17/2010 7/27/2010 365 56 10/2010 $15,000(3)
Augmen>ngtheExerciseExperience
JSC-SLSD 5/27/2010 7/27/2010 229 18 9/20/2010 $10,000
SimpleMicrogravityLaundrySystem
JSC-EA 5/27/2010 7/27/2010 598 108 9/21/2010 $7,500
Page 23 23
BoneImagingContacts
Germany 6 Austria 1 Japan 7 Canada 1 France 6 Israel 1 Australia 3 Belgium 1 UK 5 Switzerland 4 Sweden 1 USA 15 Total 51
Great!Nowwhat?
• StrangenewthingandI’mbusy– Developframeworkthateasytounderstandanduse– Putitinperformanceplans
• Culturalresistance– Workshops“ifyoubuildit,theywillcome…”– Newwaytogetfunding– Recogni>on/bonus
• Nodedicatedresources– Workshoptoiden>fywhichproblemstoworkandhowtoresource
JoysofworkingfortheUSgovernment• Legal impediments • Security protocols / export control • IT firewalls: cumbersome to cooperate • Bureaucracy slows process: unacceptable externally (e.g.: $50 exercise bar; 8 mo,
$100K to certify) Mature partnerships w/ large orgs haven’t worked; weak value proposition • Excessive market risk (Companies unwilling to risk negative publicity of failure in
space) • Insufficient incentives (funding scarce, program timelines long, coordination painful)
Key is to get them all in a big pile, and solve each one in order of need and get institutional commitments to at least not get in the way.
What’saframework?
• Since its new, you have to have facilitators • Something that rank and file can easily use to get something
going – Helps decide which mechanism is best – Supplies resources to help characterize the problem – Guidebook to get through the bureaucracy
• Nice to be connected to other information resources
Solution Mechanism Process
UnknownUnknowns
Awareness
AbilitytoMeasure
AbilitytoMi>gateaProblem
Implementa>on
Dissemina>on
StagesofKnowledgeEvalua>onCriteria Solu>onMatrix
SolverCharacteriza>on
ProblemCharacteriza>on
Assessment
FirstStep:ProblemIden>fica>on
• Whattypeofproblemisit?(Knowledge,Analysis,Sensor,Countermeasure)• Hastheproblembeencharacterizedproperly?
• DeepFeaturesAssessments-
• DefineConstraints• DefineNeeds
ProblemCharacteriza>onAssessthelandscapeoftheproblem
• Cri>cality– Howurgentisthesolu>onneeded?
• Whatisthe>meframerequiredforcomple>on?
• Howmuch>medoestheorgtaketoadopt?
– Whatistheresourcessitua>on?• Areenoughapproachesbeingpursued?• Areresourcessufficient?
WhoCanHelp?SolverCharacteriza>on
• Universality– Generalizabilityofaproblem
• Interestfromothertechnicalcommuni>es– Cananyoftheconstraintsberemovedtoopenittootherdomains?
• Cantheproblembeisolatedfromthesystemtoremoveconstraints?– ConductPartnerAssessment(examplesinclude):
• Lookat“resumes”ofNHHPCpartnerstoseeiftheyareworkinginsimilardomains,pursuecontacts
• Postthechallengetogageinterest,generalizability• Havethetopicasadiscussionitematpartnerworkshops
ProblemAssessmentProcess
• Solu>onMatrix– Eachsolu>onmechanismhascharacteris>cstrengthsandweaknesses
– Characteriza>onoftheproblemismatchedwiththestrengthsandweaknesses
– Ques>onnairewillcollectcharacteris>csandhelpcodifymethodsstrengthsandweaknesses
– Acatalystteamandguidedelectronicresourcewillfacilitatethisprocess
TheToolOnlyFacilitatestheProcess
• Themodelisscalable,dependingonthescopeandpriorityoftheproblembeingaddressed– Smallerlowpriorityproblemscanbeaddressedbyasinglepersonwiththehelpofacatalystteamandapprovalsbythedisciplinelead
– Themodeldescribedinthispresenta>onissuitableforcomplex,highpriorityproblems
– Organiza>onalcultureandpoli>callandscapemustbeaddressed
Evalua>onCriteria:InAc>on
High
More
Low
InterestedSolvers
Constraints
HigherScores(SXC)aremoresuitableforOpenInnova>onMechanisms(Facilita>onsessionsdrivetoremoveconstraintsandincreasetheinterested/capablesolverspool)
Less
Solu>onMechanismEffec>veness• Assessthehowmuchtheproblemneedsdefini>on,howwideyou
wouldliketosearchforsolvers,areyoulookingforagoodideatoasacktheproblemorsomething“plugandplay”,andwhetheryouneedextraresourcesornot
• Eachmechanismisratedathowwellithelpswiththeaboveasributes• Ratedlow,medium,high
– Helpwithdefini>on:• Low:welldefinedproblem,High:hasunknownunknowns
– Idwhoelseisinterested• Low:techniquenogoodatfindingnewsolvers,High:bestwaytogetnewinterest
– Acandidatesolu>on• Low:mechanismdoesn’tprovidereadilyuseablesolu>onsHigh:resultsinaopera>onally
readysystem
– Helpwithresources• Low:usesallinhouseresourcesHigh:maximumleverageofexternalresources
• Somearemoresuitedtothetype– Knowledge,Analy>caltool,Sensor,Countermeasure
• Eachalsoratedonspeed(redslow,yellowmedium,greenfast)
CurrentMechanismsforSeekingSolu>ons• Contract
– Directedtasks– Inflightexperiencecapture– FlightExperiments– Analogresearch
• RFI• Literaturesearch• Networkingwithcommoncommuni>esofprac>ce
– Summits– Portals
• SBIR/NIAC/Challenges• Grants,HRP,NSBRI,OGAs• Collabora>onwithapartner(internalorexternal)• OpenSourcing• Crowdsourcing(internalorexternal)• STEMac>vi>esspinoff• Assistedpartnersearch
• Develop framework • Conduct interviews with staff
• Derive model and plan based on feedback June 2011
• TopCoder Challenge Kickoff • Kickoff challenge process for development of SMG 2.0 • Kickoff the development of training for SMG 2.0 March 2014
• Challenge Process Complete • Deliverable: SMG 2.0 from TopCoder May 2014
• Finalize SMG 2.0 • Update content for SMG 2.0 • Finalize training materials for implementation June 2014
• Implementation of SMG 2.0 in SA • Execute training; tool provided • Present SMG 2.0 at NHHPC Workshop July 2014
• Share SMG 2.0 with other Directorates • Present Qualitative and Quantitative Results • Assess if other directorates interested in utilizing October 2014
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Inter-Agency Agreement
InnoCentive Space Act Agreement
Workshop Procurement Contract Grant TopCoder
Cooperative Agreement
NASA@work Purchase Card
yet2
Inter-governmental Personnel Act
TheSolu>onMechanismGuide
• A web-based, interactive guide that – leverages existing and innovative
problem solving methods – presents this information in a unique
user experience • Using the SMG, employees are
empowered to make the best decision about which problem solving tool best meets their needs
• Includes options for traditional (grants, SBIRs) and new (open innovation) tools
• Results in the most cost effective, efficient mechanism to address HH&P gaps
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Timeline for the SMG
First Phase of SMG Project • Prototype development and deployment on HH&P Site
• Completed: July, 2013
Evaluation and Usability Assessment • Tested SMG prototype with evaluators within HH&P
• Over 60 assessments completed
• Completed: November, 2013
Second Phase of SMG Project • Developed full software version and implemented on HH&P Directorate site
• Innovation Platform: TopCoder
• Completed: November, 2014
Evaluation and Implementation • Re-evaluate with second round of user evaluations
• Will provide tutorials to users within HH&P
• Completed: March, 2015
Solu>onMechanismGuideChallenge• CreatedthroughaTopCoderopeninnova>onchallenge
– Dura>on:January-July,2014• 23contests;359registrantsfrom13countries;99submissions• TotalCost:$52,964($37,463inawards)• Itera>veDevelopmentwithCustomer
– Graphicsandini>alwireframesoftoolcomplete– Administra>veandtoolcapabilitycomplete
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Problem Solving Process
User Enters Site • User has
existing problem or project
User Answers a Series of
Questions about their Problem/
Project
• e.g., KMLs, deliverable type needed, time allotted, monetary resources available, etc.
SMG Filters available Solution
Mechanisms Based on Answers
• Displays filtered subset of Solution Mechanisms that best fit user’s needs
User Can Learn More about Each
Mechanism to Make Decision
• Ultimately, user can select Solution Mechanism that best serves their needs
KeystoFindingSolu>onsOutsideofthe“InnerCircle”
� Toolsandguidesareaccessibleandeasytouse� Problemsarecharacterizable,abstractedandthetradeoff
betweenretainingthespaceflightconstraintsandopeninguptonewideasisop>mized
� Accesstotheexternalmechanismsisnotoverlybureaucra>c� Facilitatorsareavailabletoassistinusingthemethods� Commitmenttofollowthroughonimplementa>onbythe
organiza>onandprograms