Using Open Innovation and Open Talent to Find Needed Technologies and Skills in an Era of Technology Explosion and Relentless Change
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NASA's Center of Excellence for Collaborative Innovation (CoECI) utilizes open innovation and crowdsourcing to effectively discover and implement needed technologies and skills in a rapidly changing technological landscape. The report highlights the value of diverse global communities in problem-solving, emphasizing that solutions often come from outside traditional expertise boundaries. CoECI collaborates with various federal agencies and leverages crowdsourced challenges to enhance innovation and technological advancements.
Using Open Innovation and Open Talent to Find Needed Technologies and Skills in an Era of Technology Explosion and Relentless Change
- 1. Using Open Innovation and Open Talent to Find Needed Technologies and Skills in an Era of Technology Explosion and Relentless Change Center of Excellence for Collaborative Innovation NASA Tournament Lab Steve Rader steven.n.rader@nasa.gov 713.447.7867 Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration.
- 2. NASA’s Center of Excellence for Collaborative Innovation (CoECI) 2 CoECI works across NASA and other U.S. Federal Government Agencies to assist organizations in understanding and using open innovation tools.
- 3. THE WORLD HAS CHANGED Much of what worked for us in the past will not work in the future! Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration.
- 5. Digital core built on AI factory model with data collection, connectivity, and utilization built in that orchestrates low-friction financial services. Reference: Competing in the Age of AI, Iansiti & Lakhani, January 2020 3-1-0
- 6. Experimentation Platform Supervised Learning, Unsupervised Learning, Reinforcement Learning, Other AI, … Software Enabled Workflows, Compute, Storage, Analytics Gather Clean Normalize Integrate Data Pipeline Algorithm Development Reference: Competing in the Age of AI, Iansiti & Lakhani, January 2020 (Harvard Business School) Infrastructure Development Productizeand Deploy Data AI AI Factory at the Core of Modern Enterprises
- 7. Automation Rapidly taking over tasks where the work can be done faster, cheaper or safer than humans Inexpensive General Purpose Robots Autonomous Vehicles Divinci Medical Operations Robot
- 8. Digital core built on AI factory model with automation, data collection, connectivity, and utilization built in that orchestrates low-friction shopping and delivery of goods. Image Credit: Amazon DayOne Blog Reference: Competing in the Age of AI, Iansiti & Lakhani, January 2020
- 9. https://www.aboutamazon.com/working-at-amazon/upskilling- 2025/a-look-at-our-changing-workforceThere is a dramatic change in the work being done and the skills needed to do it!
- 10. 90% of All Scientists that Ever Lived are Alive Today As 2017: 3.12 million patents 11 The World has Changed Significantly over the Past 20 Years
- 11. Processors/GPUs CRISPR Additive Manufacturing Materials/Nano-Coatings Robotics Components Sensors Machine Learning Components Open Software Components Autonomous Vehicles Complex Manufacturing Cloud/Quantum Computing Blockchain Technology Building Blocks Accelerating the Rate of Change Photo Credit: Betatype The accelerating rate of change is driven by low cost access to powerful technology building blocks and tools. 12
- 12. Depth/Complexity Breadth of Domain Expertise and Technologies Domain-Discipline-Industry The Breadth and Depth of Skills, Expertise, and Technology Used by permission: Crowd Resources Consulting
- 13. Depth/Complexity Breadth of Domain Expertise and Technologies The Breadth and Depth of Skills, Expertise, and Technology Used by permission: Crowd Resources Consulting Domain-Discipline-Industry Machine Learning
- 14. Depth/Complexity Breadth of Domain Expertise and Technologies The Breadth and Depth of Skills, Expertise, and Technology Used by permission: Crowd Resources Consulting Domain-Discipline-Industry Machine Learning
- 15. PRO Amazing new technologies that could result in significant gains towards solving hard problems CON Finding these technologies & solutions across the growing number of possible sources is hard 16
- 16. Hard to Find Skills and Expertise The Rate of Change for Knowledge and Technology is Increasing High Risk to Remaining Competitive/Relevant Hard to Keep Up with Tech Advances
- 18. Average Lifespan of S&P 500 Listed Companies in Years
- 19. Depth/Complexity Breadth of Domain Expertise and Technologies The Breadth and Depth of Skills, Expertise, and Technology Used by permission: Crowd Resources Consulting Domain-Discipline-Industry Traditional Organization Hiring of Skills and Expertise
- 20. Depth/Complexity Breadth of Domain Expertise and Technologies The Breadth and Depth of Skills, Expertise, and Technology Used by permission: Crowd Resources Consulting Domain-Discipline-Industry
- 21. Depth/Complexity Breadth of Domain Expertise and Technologies The Breadth and Depth of Skills, Expertise, and Technology Used by permission: Crowd Resources Consulting Domain-Discipline-Industry Individual
- 22. Depth/Complexity Breadth of Domain Expertise and Technologies The Breadth and Depth of Skills, Expertise, and Technology Used by permission: Crowd Resources Consulting Domain-Discipline-Industry Team
- 23. Depth/Complexity Breadth of Domain Expertise and Technologies The Breadth and Depth of Skills, Expertise, and Technology Used by permission: Crowd Resources Consulting Domain-Discipline-Industry The Crowd
- 24. “Open Innovation” is an Effective Tool to Keep Pace with Accelerating Change Open Innovation or crowdsourcing platforms are bringing together and curating large numbers of people from all over the world with all types of backgrounds, skills, and expertise to provide valuable products and services.
- 25. Crowd Platforms are Providing Low Friction Matching at Scale Extremely Effective at matching skills and knowledge on new technologies required for innovation.
- 26. Communities leverage passion and diversity to provide value to organizations. Curated Communities Center of Excellence for Collaborative Innovation Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration. Freelancers Software Coders Healthcare Professionals Problem Solvers Problem Solvers Engineers & Designers 130,000 5,000,000 48,000,000 1,500,000 65,000 6,500,000 27 Crowd Facing: Company draws in members from around the world around a passion and/or interest. Customer Facing: Company mobilizes the skills and expertise of their curated community members to provide value to customers.
- 27. “Most of the bright people don’t work for you – no matter who you are.” - Bill Joy, Co-Founder of Sun Microsystems People Level of Expertise/Skills General Population Our Organization Actual Relative Size High Value Expertise/Skills Crowds Provide Access to High Value Expertise/Skills 28 Curated Community
- 28. Physics/MechEng Biotech/Genom Materials/Nano ElectricalEng PowerSys Computing Automation Sensing Math “Most of the bright people don’t work for you – no matter who you are.” - Bill Joy, Co-Founder of Sun Microsystems People Level of Expertise/Skills General Population - “Crowd” - “Online Community” Our Organization Actual Relative Size High Value Expertise/Skills Crowds Provide Access to High Value Expertise/Skills 29
- 29. Crowds Cut Across a Broad Set of Technical Disciplines Physics/Mech Eng Biotech/Genom Materials/Nano Electrical Eng Math/Data Science/ML Multispectral Sensing Computing Automation Power Gen/Storage … 30 Solutions many times come from knowledge, perspectives or technologies from other technical domains
- 30. Depth/Complexity Breadth of Domain Expertise and Technologies The Breadth and Depth of Skills, Expertise, and Technology Domain-Discipline-Industry • *Jeppesen, Lars Bo and Karim R. Lakhani. Forthcoming. Marginality and problem solving effectiveness in broadcast search. Organization Science 20. Published Version http://orgsci.journal.informs. Study data of successful InnoCentive challenge solutions showed… 70% of successful challenge solutions are solved by individuals outside of the challenge’s specific technical domain. “75% of successful solvers already knew the solution to the problem.” Dr. Karim Lakhani *
- 31. Depth/Complexity Breadth of Domain Expertise and Technologies Using Crowds to Solve Problems Used by permission: Crowd Resources Consulting Domain-Discipline-Industry But HOW Can You Find the “Right” Expert or the Existing Solution from Some Other Domain Using the Crowd?
- 32. 33 Accessing Crowd VALUE Using Challenges Formulate the Problem Statement Design the Challenge Execute the Challenge Pick the Winner(s) Evaluating Get Your Solution IP licensing and/or transfer Solution Filtering (optional) Well designed challenges posed to a curated community have proven very effective for discovering new and existing (but unknown) solutions and technologies. A well formulated problem statement (with good success criteria) Solution filtering mechanisms are A well designed challenge (including setting the right prize amount) offered by some platforms
- 33. Crowds can access solutions outside the “bubble” that makes technical teams blind to certain solutions
- 34. Remove a viscous fluid from a delicate wafer Remove grease from crisps (potato chips) 35 The Problem - Generalized For a Broader Crowd
- 35. Existing Solution Mechanically vibrate the crisps to shake off the cooking oil. Existing Solution Mechanically vibrate the crisps to shake off the cooking oil.
- 36. New Solution: Acoustically vibrate the air around the chip at resonant frequencies that cause the cooking oil to separate from the chip. New Solution: Acoustically vibrate the air around the chip at resonant frequencies that cause the cooking oil to separate from the chip.
- 37. Unexpected Solution Source: A Violinist (Adjacent Domain Expert)
- 38. Crowds can cut across different silos, industries, and disciplines to translate expertise and find technologies
- 39. Improving Pipeline Bundle Inspection Subsea7 was seeking to improve pipeline inspections. Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration. 40 NineSigma Challenge Result: Found a technology a fraction of the size that performs inspections over 100x faster that will be much less expensive to operate. This new technology was poised to transform the industry.
- 40. Crowds can provide lots of “shots on goal” to provide the failures necessary for innovation in an affordable way
- 41. An Case for Augmenting the Traditional R&D Approach 15 years of proprietary research replicated in a single 60-day public challenge Case Study: Julian Birkinshaw, MLabnotes, University of London Business School Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration. 42 Results: Existing technology found to solve the problem LovePik.com
- 42. Crowds can access the power of passion with crowd-based communities of practice
- 43. Case Study CODERS SUBMITTED SOLUTIONS DIFFERENT APPROACHES TO SOLVE PROBLEM IDENTIFIED WINNING COUNTRIES RUSSIA, FRANCE, EGYPT, BELGIUM & US 122 654 89 5 Coders Submitted Solutions Different Approaches Identified Winning Countries US, Russia, France, Egypt, Belgium Improve on NIH MegaBlast algorithm for nucleotide sequence alignment Winning solution performs 120x faster ANTIBODY SEQUENCE ANNOTATION The Challenge Improve on NIH MegaBlast algorithm for nucleotide sequence alignment Source: 44 47 min. $120K 1 year Development 4.3 hours $2M+ Multi-year Development 16 sec. $6K Prize 14 Day Challenge Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration.
- 44. NASA’s Center of Excellence for Collaborative Innovation HQ ARC GRC GSFC KSC LaRC MSFC JPL JSC SSC AFRC Across NASA Centers & Programs Public Facing - Worldwide Across US Federal Agencies Part of NASA’s Space Technology Mission Directorate (STMD) Prizes and Challenges Program Provides services across NASA & other Federal Agencies Virtual Office hosted within Johnson Space Center’s Human Health & Performance Directorate Provides Access to Open Innovation (OI) Platforms Worldwide Contracts/Mechanisms Processes/Support Education/Outreach Research 27 Organizations across 15 Agencies To Date 45
- 45. CoECI has both learned from and contributed to over 80 organization innovation programs across the globe and is widely recognized as a leader in Open Innovation. CoECI Collaboration Center of Excellence for Collaborative Innovation Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration. 46
- 46. The CoECI team provides facilitation and assistance to organizations using the NTL Toolkit or developing innovation initiatives/programs within their organizations. External Technology Search via Open Innovation Technology Search (OITS) Contract Internal Crowd Platform via NASA Internal Innovation and Collaboration Environment (NIICE) Contract Research Studying Crowd-based Programs via Cooperative Agreement External Crowd Platforms via NASA Open Innovation Services (NOIS) 2 Contract K-12 Challenge Platform via Future Engineers SBIR Contract External Crowd Platforms via Micro-Purchase or P-Card Transactions The NASA Tournament Lab “Toolkit” Contracts and Resources for Crowd-Based Projects Center of Excellence for Collaborative Innovation (CoECI) Authorities the NTL uses to execute projects: Procurement Authority: Purchasing a solution from a company who uses crowd-based methods to provide that solution (selectable IP options). COMPETES Act Authority: Purchasing services from a company to help execute a challenge using COMPETES Act (The gov’t administers the prize and the winner maintains IP rights) Working with Organizations Outside of NASA: Other federal agencies may use the NOIS2 and OITS contracts via an Inter-Agency Agreement (IAA) as an assisted procurement. Any non-government organization may also partner with NASA to fund and run a public prize competition using the COMPETES Act-based agreement. 47
- 47. Access to 40 Open Innovation Firms & Communities The NASA Tournament Lab “Toolkit” Curated Crowds Available for NASA Challenges & Tasks Center of Excellence for Collaborative Innovation Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration. 48 Representing over 100 Million People Worldwide Representing over 100 Million People Worldwide Access to 40 Open Innovation Firms & Communities
- 48. Data Driven Forecasting of Solar Flares 49 Total Cost: $48,000 Results: An algorithm capable of an 8-hour prediction that borrowed techniques from RF signal processing to extract signal from noise. Solver was a semi-retired RF engineer (with an unused undergraduate degree in heliophysics). NASA’s Human Health and Performance Directorate needed to increase NASA’s ability to predict solar flares from 2 hours to 4 hours. Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration. They used a challenge on Innocentive to find innovative solutions. Center of Excellence for Collaborative Innovation
- 49. Results: Five winning solutions with varied approaches to detecting positive and negative obstacles and slopes all while using zero or minimal electrical components. “The response from the community was incredible, and better than I ever dreamed.” – Jonathan Sauder 572 Submissions Total Cost: $66,750 Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration. He used a HeroX challenge to seek out new and innovative approaches. Winning Solutions Jonathan Sauder PhD, Senior Mechatronics Engineer from JPL, needed an innovative obstacle avoidance sensor for a mechanical clockwork Venus rover. Exploring Hell: Avoiding Obstacles on a Clockwork Rover The longest any spacecraft has survived on the surface of Venus is just over 2 hours – a record set by the Soviet Union's Venera 13 probe in 1981. The last spacecraft to land on Venus was in 1985 and it survived only 52 minutes. Proposed solutions were required to last 6 months or longer on the Venus surface.
- 50. Exploring Hell: Avoiding Obstacles on a Clockwork Rover Just one of 572 submissions.
- 51. • Payloads need to be similar in size to a new bar of soap to fit cleanly inside the rover (maximum external dimensions: 100mm x 100mm x 50mm). • This ideation challenge will award $160,000 total in prizes across two categories. This ideation challenge is expected to be followed by new challenges to prototype, test, and deliver these miniaturized payloads. • This larger effort will generate a maturation pipeline of next-generation instruments, sensors, and experiments that can be used for lunar exploration over the next few years.
- 52. Category 1: Lunar Resource Potential First Prize Puli Lunar Water Snooper by Puli Space Technologies Team Second Prize Permittivity Analysis of Regolith using SansEC by Nova Rover Payload Team KSat Stuttgart e.V. MICU 3D mineral seeker by KSat Team M-EL VIS, Locating and Mapping Lunar Volatiles by Curtis Purrington Third Prize Adaptable science box: Magnetometer+Rad detector by Space Initiatives Inc LAMPER by Amin Aminiaei Moon soil resources from seismic waves by Drive Me Through the Moon Team Raman-based Mineral Classification Payload (RMCP) by Top Raman NASA Payload Team M.E.G.A.M.A.N. by Big Brain, Little Payload Team Winners Announced: July 14, 2020 Category 2: Lunar Environment First Prize Sun Slicer – Miniaturized XRAY Spectrometer by Team Sun Slicer Second Prize LEA (Lunar surface Energetic neutrals Analyzer) by Bhardwaj Shastri Third Prize Novel Fibber Bragg Grating seismometer by John Draganov’s team Lunar Radiation Characterization by Christian Haughwout Laser Based Dust Detector for the Lunar Surface by Ryan Smith 1St Place Resources Potential The Puli Lunar Water Snooper 1St Place Lunar Environment Sun Slicer – Miniaturized XRAY Spectrometer 14 Winners Awarded: July 14, 2020
- 53. Asteroid Data Hunter 54 Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration. Results: Downloadable app and algorithm that provides a 15% Improvement in asteroid detection over current method for asteroids in the main belt of Asteroids that orbit between Mars & Jupiter 1241 Registrants 625 Solutions Submitted Total Cost: $188,000 Victoria Friedensen from NASA HQ needed to improve NASA’s ability to detect asteroids. She used a challenge on Topcoder to find a solution.
- 54. Ideas 107 Conceptual Designs 83 System Designs 17 Demos/ Prototypes 3 Engineering Models 26 Software 48 Algorithms/ Data Science 33 Graphics 39 Video 24 Engagement 35 Services/ Other 9 Technology Search 63 NASA Tournament Lab’s ExperienceCenter of Excellence for Collaborative Innovation Trade names, trademarks, and logos are used in this report for identification only. Their usage does not constitute an official endorsement, either expressed or implied, by the National Aeronautics and Space Administration. 55Includes challenges in formulation and in progress. 82 7 5 5 2 2 37 12 7 6 5 3 2 1 17 2 1 17 6 1 2 30 5 5 5 1 25 1 1 1 1 26 8 4 9 7 6 1 1 35 1 1 3 2 1 49 14 475 Projects 95% Were Successful 80% Have Cost Savings 45% Average Cost Savings $35M Estimated Cost Savings Includes Challenges (Public Prize Competitions), Crowd Microtasks, Freelancer Projects, and Challenge Services.
- 55. “The Emerging Open Workforce” Source The Human Cloud, the Gig Economy, & the Transformation of Work Report by Staffing Industry Analysts (www.staffingindustry.com) 2017 We are in the midst of a significant shift in how work is performed and how organizations will get work done.
- 56. Crowd Platforms are Providing Low Friction Matching at Scale
- 57. Traditional • Flexibility but no security • vs. Full time w/ security & benefits but no flexibility • Required significant entrepreneurship • Largely local market • Responsible for finding work (marketing, proposals, etc) 58 Freelancing Emerging • Flexibility with greater security • vs. Full time w/ decreasing security & benefits with no flexibility & limited development • Platform based matching facilitates • Access to global markets • Finds the tasks • Still enables development of persistent customers/networks • More opportunities for development & upskilling
- 58. Source: Freelancing in America 2017 Edelman Intelligence – commissioned by Upwork and Freelancers Union Growth in Freelancer Workforce is 3X the Overall Workforce "41.5% of the average organization’s total workforce is comprised of non-employee labor, a figure that is nearly double what it was roughly seven years ago" - Christopher Dwyer, VP of Research at Ardent Partners, 2019
- 59. Source: Freelancing in America 2017 Edelman Intelligence – commissioned by Upwork and Freelancers Union If Trends Continue, Freelancers will Become the U.S. Workforce Majority in Less than a Decade The COVID-19 Pandemic has accelerated this trend.
- 60. 11/19/2020 Nearly 2/3 Report Making More Money Freelancing
- 61. 11/19/2020 1/2 Say They Would Not Take a Traditional Job No Matter How Much They Were Offered
- 62. Lifelong Learning is Now Mandatory to Keep Up
- 63. Freelance/Gig/Crowd workers model for lifelong learning far surpasses training offered in large organizations
- 64. COVID-19 is Pushing Companies
- 68. Time Needed to Start Building New Skills Online in Jobs of Tomorrow
- 70. The Emerging Open Workforce On-Demand and Persistent Available both Globally and Locally Grunt Workers and Experienced Experts Lifelong Learners Up to Speed on the Latest Tech Workforce Platforms Providing Low Friction Access Source: Public NASA presentation
- 71. Overhead Costs Per Employee Can Range from 1.5 - 2.7X Their Salary. Human Resources, Payroll & Benefits, Facilities, Security, Training Average Worker Productivity is less than 3 hours per day (37%) Traditional Organizations HR & Management optimizing & developing workforce to accomplish organization’s goals Open Labor Platforms Are replacing part of that model by using AI matching to provide client and worker optimal tasking experience while allowing worker flexibility for life-long-learning and work/life balance Economics Will Drive the Change
- 72. Crowds, gig-workers, freelancers are a rapidly growing resource with increasing capabilities Curated communities are attracting passion and building expertise and skills Open methods are extremely effective for accessing valuable innovations Those that fail to innovate will be left behind “OPEN” is the Future and “INNOVATION” is No Longer Optional
- 73. Cultural Resistance or “Antibodies” Organizations Resist Change (Even/Especially If Mandated) Houston We Have a Problem HBS Case Study of Initial Use (and rejection) of Open Innovation in NASA’s Human Health & Performance Directorate Havas use of Victors & Spoils HBS Case Study of the acquisition of Victors and Spoils crowd-based creative community and its cultural rejection by Havas middle management.