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-Home > Spotlights-2015-06
Spotlights-2015-06
30
JUN

This past week, Navy leaders called for sailors, civilians, and researchers to commit themselves to emphasizing and adopting robotics and artificial intelligence (AI) to solve warfighting challenges. In a memo to service chiefs, Secretary of the Navy Ray Mabus called for the DON to consider “how to adapt recent private sector advances in fields such as machine learning, natural language processing, ontological engineering, and automated planning for naval applications.”...
29
JUN

Energy is at the core of every one of our missions. You may not think about where your energy comes from, but make no mistake—its source matters. Fossil fuels, which have been the primary source of energy in the past, are finite and an overreliance on them puts our Nation and Navy at risk...
26
JUN
Ideas of the Week: The contributions below represent some of the great ideas that we have received since the website was launched. Thanks to the many innovators, within and outside of the Department of the Navy, that continue to provide impressive suggestions!
idea

Today's monthly GMT products are good intentioned but flawed as ""one size fits all"". The training, regardless of if it is online on NKO or briefed face to face, has not changed in content significantly in years, with the authors trying their best to hit the salient points for the widest ranging audience. The problem is that we end up with static training that while critical for young or new sailors to receive, may miss the mark for providing further professional development for those that are looking for the next level of understanding on the given topic. For instance, for Financial Management, there could be a ""how to manage your checkbook"" lesson, a ""how to invest for retirement"" lesson, and a ""how to file taxes in a dual income or rental property family"", and sailors could select the lesson that they could get the most out of. Similarly, it'd be nice to see the SAPR type GMTs move beyond the basics (which as a lesson are still essential for our new and/or younger shipmates) and go into things like micro-aggressions in the workplace and other discussions that could take this topic to the next level of understanding.
- Submitted by a Navy Officer
idea

The recent Bystander Intervention case study dramatizations were good examples to review, but I think by only showing those we give a false impression that these situations are highlighting the only demographics where these issues exist- which leads to a greater misconception that these problems don't happen to leadership, which is far from the case. It may be worth adding videos portraying leaders making the wrong choices, showing that no one is immune- and as bystanders, our actions and words are even more critical. Examples that I've either seen or heard during my career: a drunk E9 at a hail/farewell whose joking with a civilian woman goes overboard when she teases him and he grabs her hand and starts crushing it; a JO walks past married LPO at a club on deployment who has his arm around another woman; a DH who finds pictures on Facebook of her CO going to private parties with a select group of JOs and their spouses; JOs at a bar on deployment who see their CO drunk by himself flirting with a bunch of AF enlisted women; a Department head who learns that the CO has been using the unit van to go to and from his house to the airport.
- Submitted by a Navy Officer
idea

Some mobilization paperwork comes from above the DON level and RAD can't impact it (DD-2760 comes to mind). But a lot of other tasks can be eliminated if the member simply validates their information in NSIPS and the NOSC takes the time to read it. My NOSC recently gave me a Mobilizing Reserve Information Sheet (not sure if this is a DON or NOSC document) and a Civilian Employer Information update form. Not only is nearly all the CEI info also contained on the MRIS, every single data point (except the names of my civilian supervisor, unit CO & CIAC) can be found in NSIPS! So, this is doubly redundant - not only could these two documents be condensed into one, 95 percent of their content could be eliminated by merely asking for job/unit POCs and checking NSIPS for the rest. This results in wasted time and needless dissemination of PII. Proposed solution: Develop NOSC management practices that make better use of pre-existing infrastructure, primarily NSIPS.
- Submitted by a Navy Officer
(The opinions expressed here are solely those of the author, and do not necessarily reflect those of the Department of the Navy, Department of Defense or the United States government.)
25
JUN

The Department of the Navy's (DON) ability to attract, develop, and retain civilian employees with the skills necessary to meet the challenges and opportunities for the 21st century workplace is imperative to ensure the future success of the department. See how the Secretary of the Navy will modernize civilian hiring...
24
JUN

The 13th International Human-Powered Submarine Races (ISR) at Naval Surface Warfare Center Carderock Division (NSWCCD) in West Bethesda, Maryland, and hosted by the Foundation for Underwater Research and Education (FURE) is scheduled to take place June 22-26. ISR is a unique international engineering design competition that inspires high school and college-age students of the various engineering disciplines to pursue careers in science, technology, engineering and mathematics (STEM)...
Characteristics of an Innovative Department of the Navy

During the last half of June, we are focusing on the characteristics of an innovative organization. Which of these attributes are already within your local command? Which of these elements is your organization promoting? Which of these traits should your team advance?
24
JUN

Metrics can supply the evidence which forces us to confront our assumptions and change our ways of thinking about accepted realities. This creates a foundation for innovation...
23
JUN

Innovation requires the ability to question norms, synthesize different views, and collaborate to develop unique and powerful solutions. Cognitive diversity is the DNA of innovation...
22
JUN

Organizational agility is increasingly an information age need. The landscape is littered with once successful institutions which did not move away from bureaucratic management processes, did not embrace sharing information, and did not develop a tolerance for failure...
19
JUN
Ideas of the Week: The contributions below represent some of the great ideas that we have received since the website was launched. Thanks to the many innovators, within and outside of the Department of the Navy, that continue to provide impressive suggestions!
idea

We spend an astronomical amount of money paying for lawn care at our installations and we often have to supplement it with our Marines/Sailors doing some edging and cutting in between contract weeks. What if the grass cutting was on autopilot?
- Submitted by a Marine Officer
idea

Consider the amount (and cost) of manpower devoted to completing paperwork to support the JCIDS, PPBES, and acquisition processes in the Department of the Navy. While documentation is critical to our processes, the actual act of report generation often has limited value for the human assigned to the task. Could a combo of AI and robotics replace humans writing these documents and drive-down cost?
- Submitted by a Navy Civilian
idea

Use quick tab rank devices on NWU type 1 and velcro in same places as Type II/III. Less differences in uniforms /cheaper advancement costs.
- Submitted by a Sailor
(The opinions expressed here are solely those of the author, and do not necessarily reflect those of the Department of the Navy, Department of Defense or the United States government.)
Characteristics of an Innovative Department of the Navy

During the last half of June, we are focusing on the characteristics of an innovative organization. Which of these attributes are already within your local command? Which of these elements is your organization promoting? Which of these traits should your team advance?
18
JUN

Innovation thrives on collective brainpower and cross-disciplinary thinking. Our ability to innovate in the future directly depends on leveraging ideas and executing them both vertically and horizontally across the organization...
17
JUN

The DON has the unique advantage of possessing a motivated workforce inspired by its mission and empowered to pursue innovative solutions. Every Sailor, Marine and civilian employee voluntarily joined the Department...
16
JUN

Innovation means assuming risk of failure, as the outcome is by nature uncertain. An organizational mindset consumed by driving risk to zero foregoes the opportunity for innovation ...
15
JUN

Naval Innovators, from Junior Officers, to civilians, to distinguished scholars, anticipate that technology will significantly transform the future operating environment. The emerging fields of artificial intelligence and robotics are creating game-changing opportunities in the private sector and will certainly be at the center of this transformation for the Naval Services; how and to what extent remain unknown at present. On June 5th, the Secretary of the Navy directed the Chief Of Naval Operations to explore the future potential of these fields and develop a roadmap for the DON. Sailors, Marines and DON Civilians are encouraged to contribute their ideas and insights on the future of artificial intelligence and robotics during the idea challenge on The Hatch...
12
JUN
Ideas of the Week: The contributions below represent some of the great ideas that we have received since the website was launched. Thanks to the many innovators, within and outside of the Department of the Navy, that continue to provide impressive suggestions!
idea

Various expeditionary warfare and special operations units of the Navy and Marine Corps rely on parachute maintenance facilities (a.k.a. "paralofts"). These facilities support the cleaning, drying, and re-packing of parachute systems for deploying personnel and equipment over land and water. They are essential to safe and reliable operations and training. However, there is currently no unified facilities criteria that sets the standards for adequate paraloft facilities. A collaborative criteria change effort with parachute riggers, facilities engineers and safety subject matter experts is a solution. Unified Facilities Criteria documents provide planning, design, construction, sustainment, restoration, and modernization criteria, and apply to the Department of the Navy.
- Submitted by a Navy Officer
idea

The speed at which amphibious assault vehicles travel to the beach over water is not sufficient and the distance they have to leave the ship from is too short. I suggest that unmanned amphibious assault vehicles be created and utilized to help clear the beach during an amphibious assault. They wouldn’t replace the manned system but could be used during the first waves of the assault and make it secure for the manned AAV waves. It could also be incorporated into the defense of an amphibious ship in an emergent situation assuming they could be deployed out of the well deck fast enough (utilizing a swarm type of capability/ be preprogrammed to do so). Without the life support systems/ seating area other human related items/ they could take on more fuel (distance and speed issue) and or more space for weapon systems/cargo.
- Submitted by a Navy Officer
idea

Specific Navy Enlisted Classification (NECs) in a lot of enlisted active duty (AD) rates are undermanned. Instead of simply offering bonuses to AD on re-enlistment, why not consider top-performing reserve component (RC) sailors who would like to move/crossrate to the active compnent (AC) and be sent to C-schools to acquire in-demand NECs? Similarly, for sailors who are separating and considering RC, they could be offered such C-schools for undermanned NECs in RC rates. This would be in line with the Navy's focus on 'retooling and repackaging' incentives for manning and retention.
- Submitted by a Sailor
(The opinions expressed here are solely those of the author, and do not necessarily reflect those of the Department of the Navy, Department of Defense or the United States government.)
11
JUN

Standing in a dimly lit room in front of a television laid on its back, a pair of 3D glasses causes a robotic hand to rise up out of the screen. Like Tony Stark playing with his many gadgets in the newest superhero movie, the user turns the hand over with a stylus...

10
JUN

I am amazed at the number of times that I've been told that somebody is 'too busy' for process improvement. Many of our Sailors, Marines and civilians know ways by which they can improve their jobs, if only they had the time to develop their own ideas. These individuals believe they cannot afford to spend the time to design and implement their changes, because their current tasks are barely completed in the time that they have available. Below are two real-world examples of process improvements which were implemented as a result of supportive leadership and taking personal initiative to make the time for process improvement...
9
JUN

Imagine the potential if Naval Special Warfare (NSW) units could readily access stores of data about its people to create better mission outcomes. What if, for example, those stores of data could be used to significantly reduce the number of training injuries experienced by Navy SEALs? What if those stores simply helped users to better understand their data in order to make more informed decisions? That is exactly the goal of the NSW Generation 3 Information Architecture (NSW GEN 3 IA) data management system...
8
JUN
Ideas of the Week: The contributions below represent some of the great ideas that we have received since the website was launched. Thanks to the many innovators, within and outside of the Department of the Navy, that continue to provide impressive suggestions!
idea

Service members leaving active duty receive a DD-214 to document there service, but there is no equivalent document to substantiate service in the Navy Reserve. The closest equivalent might be the annual statement of retirement points, but this document is not verified the way a DD-214 is, it is not updated or signed by the member, and the member is not automatically provided a copy upon retirement. Recommend that a variation of the points capture statement by used as an analogue to the active duty DD-214 and mutually verified during the reserve retirement process.
- Submitted by a Navy Civilian
idea

As we advance our warfighting capabilities, we have many new systems onboard ships. These new systems come with their own set of problems, especially when they are still in low production rate and going through final testing. We need one location for Sailors to go to and select specific equipment to provide feedback. Other Sailors on other ships can also see this feedback, so we are not wasting time reinventing solutions to common problems. This feedback will also go all the way back to the Program Manager and production teams.
- Submitted by a Navy Officer
idea

A ""leg up"" program to TROOPS TO TEACHERS. Partner with Dept of Education to prepare separating or retiring Sailors (Active and Reserve) to be Elementary, Middle and High School Substitute Teachers. Two benefits: (1) gets TROOPS TO TEACHERS candidates exposure and compensation to the teaching environment; (2) puts a NAVY FACE in front of young America.
- Submitted by a DoD Civilian
(The opinions expressed here are solely those of the author, and do not necessarily reflect those of the Department of the Navy, Department of Defense or the United States government.)
5
JUN

The Department of the Navy (DON) is on the cutting edge of artificial intelligence (AI) and robotics research. See how the SECNAV's Innovation Innitiative will accelerate exploration in these emerging fields...
4
JUN

The Stiletto Maritime Demonstration Program conducted a Capability Demonstration April 13-24, in support of the Chief of Naval Operations (CNO) to assess new concepts for command and control and multi-sensor fusion technologies for small vessels. The demonstration was executed through a partnership with the CNO’s Rapid Innovation Cell (CRIC) off the Virginia coast near Joint Expeditionary Base Little Creek-Fort Story, in Virginia Beach, Virginia...
3
JUN

In the future, Department of the Navy leaders will increasingly value inquisitive minds—throughout an organization—challenging accepted ways of doing business. Today, Scott Cheney-Peters explores the value to the Department of having all personnel develop such ideas, when permitted and encouraged to ask the fundamental “What If” question by their commanding officers and senior officials...
2
JUN

Prediction is the art of synthesizing past data in order to make decisions for the future. Given the complexity and dynamism of the global security environment, often even well-researched and rigorous predictions are akin to driving while looking in the rearview mirror. Good prediction therefore requires analyzing the structural drivers which underlie trends in order to understand where the future is likely to depart from the past. Innovating for the future consequently requires deconstructing risk and embracing uncertainty...
1
JUN

Considering the pace of change in the world today, predicting the future is a daunting task. The ability to look to the future and anticipate changes is essential for the success of our naval services. Developing a culture and internal processes that allow us to anticipate and respond to changes is critical for our mission success. We've examined our innovative past now let's examine why innovation is important for our future....
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