Leadership Spotlight: Innovation -- A Call for Bold Leadership
Guest Post by VADM Clifford Pearson, Chief of Staff, co-written with LT Shameen Anthanio-Williams, CG-441, Industrial Program Manager. LT Williams is also the leading official for the annual Industrial Maintenance Innovation Award Committee. Each year, units involved in depot maintenance apply for this award (two categories: Individual Team and Process Improvement). Winners receive $1,000 and plaque presentation. The purpose of this program is to recognize command's support of maintenance improvements. Reference COMDTINST 5240.6.
The Coast Guard's modernization effort is intended to improve the way we do business operationally and logistically so that we can effectively meet our number one priority of keeping America safe and secure. The Commandant's vision is clear, but the key to successful implementation is heavily dependent upon the creative spirit of our workforce...both you and me. This effort requires ingenuity in the way we support our platforms, our systems, our missions and our people. While creativity is important, great ideas are nothing but ideas without proper vetting, support and execution. This is why many of our senior leaders are working long and hard to create a culture of innovation in our modernized Coast Guard.
Organizations are now better understanding the need for enterprise wide innovation as a key operational discipline. To realize this within the Coast Guard, we must create and support an organized, systematic process for managing and executing innovation. The goal is to stomp out seeds of bureaucratic resistance and provide a culture where leaders at all levels are encouraged to boldly adopt initiatives in finding ways to perform our operations more efficiently. To achieve this vision, we must develop a strategy that provides the appropriate structure and process to accomplish the objectives listed below:
* Create a culture of innovation. Members of our workforce must be empowered to act as leaders in the effort to foster innovation on a continuous basis. To do this, commands must actively promote a workplace environment of question asking. They should embrace new ideas and be careful to avoid the natural tendency to trump those ideas that fall outside of their own preconceived opinions. Considering that every one?s box is different, leaders must remember that out of the box brainstorming should be a team effort. Finally, to create a culture of innovation, leaders must make innovation an integral component to their unit's mission by incorporating it into their command business plans.
* Develop a clear and meaningful process for implementing new products or processes enterprise-wide. Not all ideas should make it to the product manager and sponsor. Ideas must be aligned with organizational policy and support Coast Guard missions. In addition, the process should identify product managers and sponsors and provide a clear pathway from idea generation to enterprise-wide implementation.
* Provide a streamlined path between idea generator and product team. A great idea can get lost in translation and transition and result in additional unnecessary work by the idea generator. There should be a way to get a great idea to the appropriate product team and sponsor without going through too many hoops.
* Increase program marketing. This will ensure all units are familiar with our Innovation Program and the process for submitting ideas. Conducting annual road shows is one way to support this objective.
* Improve communications. Make use of Web 2.0 technologies to better capture innovative ideas at all levels of the organization. Ensure we capture lessons learned and develop communities of practice in a structured knowledge management system.
* Create innovation cells. To make innovation a part of our organization?s DNA, we will incorporate innovation cells within the logistics commands. The innovation cells will be comprised of a full-time workforce completely dedicated to observing, analyzing and improving the way we do business.
I recognize that there are challenges, many of which are inherent to any reorganization effort. One issue being discussed is the "virtual office" many of us will be assigned to during modernization. The notion that synergy is lost when your teammate/supervisor is not in the same office, is incongruous to the realities brought upon by recent global trends in communication technology. For example, Coast Guard units nationwide are equipped with Video Teleconferencing (VTC), working Web 2.0 technologies into the daily workplace and/or using phone conferencing capabilities. As leader-innovators, you must look at the glass half-full and actively seek out the opportunities that modernization provides for innovation.
As we look to develop new ways to drive innovation across our organization, the existing Innovation Program is still available to receive your ideas and provide guidance. For more information on how to submit your ideas, click here. Also reference COMDTINST 5224.13 for information about the Coast Guard Innovation Program and COMDTINST 5240.6 for information on the Industrial Maintenance Innovation Award. The Department of Homeland Security has recently launched its department-wide Efficiency Review initiative, to "get the highest and best use out of the precious taxpayer dollars that we have." As leaders, we should not be content with the status quo and instead look to identify areas where business functions can be performed better, faster and cheaper. Leaders must set the right tone and promote an attitude and expectation of innovation to realize efficiencies and encourage a shift in thinking away from the "business as usual" mentality.
After serving in this organization for 36 years, I truly believe that this modernization transformation will require the creative synergy of our workforce in order to be successful. So, consider this a call for individuals at all levels, to become better stewards of our resources by recognizing and utilizing the creative talents within yourself or your co-workers. I charge each of you to be bold in seeking out and promoting innovation. I look forward to hearing your ideas on this topic. Go Innovation!
The Coast Guard's modernization effort is intended to improve the way we do business operationally and logistically so that we can effectively meet our number one priority of keeping America safe and secure. The Commandant's vision is clear, but the key to successful implementation is heavily dependent upon the creative spirit of our workforce...both you and me. This effort requires ingenuity in the way we support our platforms, our systems, our missions and our people. While creativity is important, great ideas are nothing but ideas without proper vetting, support and execution. This is why many of our senior leaders are working long and hard to create a culture of innovation in our modernized Coast Guard.
Organizations are now better understanding the need for enterprise wide innovation as a key operational discipline. To realize this within the Coast Guard, we must create and support an organized, systematic process for managing and executing innovation. The goal is to stomp out seeds of bureaucratic resistance and provide a culture where leaders at all levels are encouraged to boldly adopt initiatives in finding ways to perform our operations more efficiently. To achieve this vision, we must develop a strategy that provides the appropriate structure and process to accomplish the objectives listed below:
* Create a culture of innovation. Members of our workforce must be empowered to act as leaders in the effort to foster innovation on a continuous basis. To do this, commands must actively promote a workplace environment of question asking. They should embrace new ideas and be careful to avoid the natural tendency to trump those ideas that fall outside of their own preconceived opinions. Considering that every one?s box is different, leaders must remember that out of the box brainstorming should be a team effort. Finally, to create a culture of innovation, leaders must make innovation an integral component to their unit's mission by incorporating it into their command business plans.
* Develop a clear and meaningful process for implementing new products or processes enterprise-wide. Not all ideas should make it to the product manager and sponsor. Ideas must be aligned with organizational policy and support Coast Guard missions. In addition, the process should identify product managers and sponsors and provide a clear pathway from idea generation to enterprise-wide implementation.
* Provide a streamlined path between idea generator and product team. A great idea can get lost in translation and transition and result in additional unnecessary work by the idea generator. There should be a way to get a great idea to the appropriate product team and sponsor without going through too many hoops.
* Increase program marketing. This will ensure all units are familiar with our Innovation Program and the process for submitting ideas. Conducting annual road shows is one way to support this objective.
* Improve communications. Make use of Web 2.0 technologies to better capture innovative ideas at all levels of the organization. Ensure we capture lessons learned and develop communities of practice in a structured knowledge management system.
* Create innovation cells. To make innovation a part of our organization?s DNA, we will incorporate innovation cells within the logistics commands. The innovation cells will be comprised of a full-time workforce completely dedicated to observing, analyzing and improving the way we do business.
I recognize that there are challenges, many of which are inherent to any reorganization effort. One issue being discussed is the "virtual office" many of us will be assigned to during modernization. The notion that synergy is lost when your teammate/supervisor is not in the same office, is incongruous to the realities brought upon by recent global trends in communication technology. For example, Coast Guard units nationwide are equipped with Video Teleconferencing (VTC), working Web 2.0 technologies into the daily workplace and/or using phone conferencing capabilities. As leader-innovators, you must look at the glass half-full and actively seek out the opportunities that modernization provides for innovation.
As we look to develop new ways to drive innovation across our organization, the existing Innovation Program is still available to receive your ideas and provide guidance. For more information on how to submit your ideas, click here. Also reference COMDTINST 5224.13 for information about the Coast Guard Innovation Program and COMDTINST 5240.6 for information on the Industrial Maintenance Innovation Award. The Department of Homeland Security has recently launched its department-wide Efficiency Review initiative, to "get the highest and best use out of the precious taxpayer dollars that we have." As leaders, we should not be content with the status quo and instead look to identify areas where business functions can be performed better, faster and cheaper. Leaders must set the right tone and promote an attitude and expectation of innovation to realize efficiencies and encourage a shift in thinking away from the "business as usual" mentality.
After serving in this organization for 36 years, I truly believe that this modernization transformation will require the creative synergy of our workforce in order to be successful. So, consider this a call for individuals at all levels, to become better stewards of our resources by recognizing and utilizing the creative talents within yourself or your co-workers. I charge each of you to be bold in seeking out and promoting innovation. I look forward to hearing your ideas on this topic. Go Innovation!
Posted at
10:44 AM
2 Comments:
I have 3 questions.
1. Has the CG considered partnering with other agencies for innovation activities. The Office of Scientific and Technical Information at Dept of Defense & the Small Business Innovation Research (SBIR) Program have well established programs and resources available that we could tap into. If other federal agencies have already implemented successful programs, why is there even a need for the CG to have a separate submittal program?
2. If I submit an idea, how will I know if this idea is already in place, does the innovation council conduct searches to determine if it already exists?
3. How does the CG protect my product idea? Is there a non disclosure agreement signed between the member and the council? How do I know my product will be protected as sensitive information?
LCDR Williams,
Here are some answers to your questions:
1. Has the CG considered partnering with other agencies for innovation activities. The Office of Scientific and Technical Information at Dept of Defense & the Small Business Innovation Research (SBIR) Program have well established programs and resources available that we could tap into. If other federal agencies have already implemented successful programs, why is there even a need for the CG to have a separate submittal program?
The Coast Guard?s Innovation Program taps the resources of our extremely talented workforce. It has an internal focus designed to provide a opportunity for Guardians to share ideas and best practices, and where necessary, to provide funding for ideas that have potential for platform or program-wide impact, or that require short term funding until permanent funding can be established, or to explore an initiative to validate and better justify future budgetary support. Our Innovation Team acts as a facilitator for innovative initiatives. Projects run at the business unit level and the Innovation Team facilitates the efforts, providing funding and ensuring project alignment with organizational strategic intent. Our hub and spoke model (Commandant Innovation Council reps in each directorate and Area Field Innovation Councils with District reps) allows our team to be involved with the innovators as well as our partners in other government agencies. This ensures that program managers and subject matter experts maintain ownership of innovative initiatives and take advantage of already established relationships with other government agencies working in similar specialty fields/mission areas.
SBIR targets the contractor sector, primarily in small businesses, and thus has a different focus than the CG Innovation Program. Often times small businesses lack the ability to conduct serious R&D efforts because the risk and expense is beyond their means. By reserving a specific percentage of federal R&D funds for small business, SBIR protects the small businesses and enables them to compete on the same level as larger businesses. SBIR funds the critical startup and development stages and it encourages the commercialization of the technology, product, or service, which, in turn, stimulates the U.S. economy. In a sense, the CG Innovation Program performs a similar function for individual CG innovators.
2. If I submit an idea, how will I know if this idea is already in place, does the innovation council conduct searches to determine if it already exists?
Submitters are able to access the innovation database and conduct a keyword search to see if another Guardian has submitted a similar solution to a problem or idea.
Once submitted to the database, the Innovation Team conducts an initial review and notifies the appropriate program manager who conducts a more detailed review. If a similar or duplicative project is in the works or the program has already implemented a different solution, the submitter is informed and thanked for his/her efforts. The Innovation Team then closes out the submission in the database with appropriate remarks to indicate the action taken on the submission. This allows future innovators to search and discover these solutions, thus enhancing knowledge management by creating a repository of best practices to CG challenges.
3. How does the CG protect my product idea? Is there a non disclosure agreement signed between the member and the council? How do I know my product will be protected as sensitive information?
Pursuing legal protections for intellectual property, whether patent, trademark, service mark, copyright, or other form of protection is a complicated and specialized area of legal practice. In general, the Coast Guard only provides intellectual property protection for those inventions or design concepts that the Coast Guard has entire right, title and interest to, or in which the government has reserved a nonexclusive, irrevocable, royalty-free license. Whenever a government employee creates an invention, the federal government must make a determination as to the intellectual property rights in that invention. The Coast Guard?s Office of General Law (CG-0944), in cooperation with the Department of Homeland Security's Office of Intellectual Property under the Associate General Counsel for Technology Programs make that determination under Executive Order 10096 of 23 JAN 1950 (available online at: http://www.archives.gov/federal-register/codification/executive-order/10096.html) and 37 C.F.R. Part 501, "Uniform Patent Policy for Rights in Inventions made by Government Employees" (available online at: http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&sid=b4a9003c21471cc0624a30656f050915&rgn=div5&view=text&node=37:1.0.5.13.1&idno=37). If the federal government maintains an entire right or a license to the invention, then the Coast Guard will determine whether or not to pursue intellectual property protection with the U.S. Patent and Trademark Office. Should the federal government leave the entire right, title and interest in the invention to the Government employee, or retain a license in the invention, then the costs and responsibility to pursue intellectual property protection for that invention rests entirely on the government employee.
Post a Comment
Links to this post:
Create a Link
<< Home