Table des matières

Notes on Contributors

Acknowledgements

Patrick Windham et Richard Van Atta

1. Introduction

DARPA—The Innovation Icon

• DARPA’s Historical Mission and Organization
• DARPA’s Evolution
• DARPA’s Origins: 1958–1970
• Resuscitation in the 1970s
• DARPA in the 1980s: Transformative Technology Development and Transition
• DARPA in the 1990s: End of the Cold War
• DARPA in the 2000s: War on Terror
• DARPA in the 2010s: Technology for Security in a Globalized World
• DARPA’s Organization and Budget
• Important Features of the DARPA Model
• DARPA’s Focus on Ambitious Goals
• Ambitious goals
• A Challenged-Based R & D Model
• High-Risk/High-Payoff Projects
• DARPA’s Organization and Management
• Independence
• A Flat, Non-Hierarchical Organization, with Empowered Program Managers
• Outside Performers and Temporary Project Teams
• Multi-Generational Technology Investments
• Investments in Complementary Strategic Technologies
• Flexible Hiring and Contracting Authority
• Creating New Technical Communities
• How DARPA Transfers Its Technologies
• DARPA’s Willingness to Challenge Incumbent Technologies
• A Community of Technology Advocates
• Close Ties to DOD Leaders
• Connection to Technically-Sophisticated, Well-Funded Customers
• A Good Political Design
• The Remainder of this Book

Part I. Perspectives on DARPA

Richard Van Atta

2. Fifty Years of Innovation and Discovery

• The “DARPA Model”
• DARPA’s Origins: Strategic Challenges -1958
• What is DARPA?
• DARPA’s Key Characteristics
• Which DARPA?
• DARPA Roles
• Key Elements of DARPA’s Success
• Tension Between DARPA Roles
• DARPA’s Successes
• Third Generation Info Tech—the Creation Interactive Information
• DARPA’s Role in Creating a Revolution in Military Affairs
• Sustaining the DARPA Vision

Michael J. Piore, Phech Colatat et Elisabeth Beck Reynolds

3. NSF and DARPA as Models for Research Funding

An Institutional Analysis

• I. Methodology and Research Approach
• II. Basic Findings
• DARPA
• Background
• Evaluation of Success
• Qualitative Findings
• The DARPA Model
• The NSF
• The NIH
• MIT Faculty
• Evaluation of Experiences with Funding Agencies
• The NSF
• III. Interpretation
• Economic and Sociological Perspective
• Conclusions

William B. Bonvillian

4. The Connected Science Model for Innovation—The DARPA Model

• Introduction: Fundamentals of Defense Technology Development
• Role of Technology Innovation and Talent in Growth
• Is There a Third Direct Innovation Factor?
• U.S. Innovation Organization at the Institutional Level
• Summary of the Innovation Analytical Framework
• Innovation Systems at the Personal Level: Great Groups
• Edison’s “Invention Factory” at Menlo Park, New Jersey
• Alfred Loomis and the Rad Lab at MIT, 1940–1945
• The Transistor Team at Bell Labs (1947)
• DARPA as a Unique Model—Combining Institutional Connectedness and Great Groups
• J. C. R. Licklider and the Beginnings of the DARPA Model
• Elements of the DARPA Model
• DARPA Today—The Future of the Model
• Questions about the DARPA Role
• Status of the Hybrid Model
• Grid Security
• Altering the Ecosystem
• Summary

Tamara L. Carleton

5. The Value of Vision in Radical Technological Innovation

• The Value of Vision in Radical Technological Innovation
• A Process Model of Radical Innovation
• New Dimensions of Vision
• Visions at the Program Level
• Vision Quality
• Visionaries of Technology
• The Development of Partial Visions
• Learning Radical Innovation Through Socialization
• Internal Review of Radical Innovation Ideas
• Conclusion

Glenn R. Fong

6. ARPA Does Windows

The Defense Underpinning of the PC Revolution

• Introduction
• PARC and HCI
• Alto’s Offspring
• Apple’s Day in the PARC
• Microsoft’s Window on Xerox
• The Rest of the Story
• Vannevar Bush
• J. C. R. Licklider
• Ivan Sutherland
• Xerox’s ARPA Brats
• Robert Taylor
• ARPA’s Army
• Windows on the Future
• Conclusions

Erica R. H. Fuchs

7. Rethinking the Role of the State in Technology Development

DARPA and the Case for Embedded Network Governance

• 1. Introduction
• 2. The Developmental Network State
• 3. The Changing Faces of DARPA
• 4. Methods
• 5. Results and Discussion
• 5.1. DARPA in the 1990s (1992–2001)
• 5.2. DARPA under Tony Tether (2001-present)
• 6. Discussion: the DARPA Program Manager— Embedded Network Agent
• 7. Conclusions
• Acknowledgements

David W. Cheney et Richard Van Atta

8. DARPA’s Process for Creating New Programs

• Introduction
• General Framework and Typical Patterns of Program Development
• Case Studies of the Development of DARPA Programs
• Have Blue (Stealth)
• Overview
• Context and history of the program development
• Origins
• DARPA Have Blue Prototype
• Transition to Air Force—Senior Trend
• Impact
• Background and Role of the Program Manager
• Other Key Roles in Program Formation
• Key Insights
• Assault Breaker (Standoff Precision Strike)
• Overview
• Context and History of Program Development
• Establishing the Assault Breaker Program
• Background and Role of the Program Manager
• Other Key Roles in Program Formation
• Key Insights
• Amber/Predator (High Altitude Long Endurance UAVs)
• Overview
• Context and History of the Program Development
• DARPA and UAVs
• DARPA High Altitude Long Endurance UAVs
• Predator
• Background and Role of the Program Manager
• Other Key Roles in Program Formation
• Key Insights
• Optoelectronics Program
• Overview
• Context and History of the Program Development
• Background and Role of the Program Manager
• Other Key Roles in Program Formation
• Key Insights
• High Definition Systems
• Overview
• Context and History of the Program Development
• Background and Role of the Program Manager
• Other Key Roles in Program Formation
• Key Insights
• Spintronics (Quantum Computing)
• Overview
• Context and History of the Program Development
• Spintronics
• Beyond Spintronics
• Background and Role of the Program Manager
• Other Key Roles in Program Formation
• Key Insights
• Personalized Assistant that Learns (PAL)
• Overview
• Context and History of the Program Development
• Background and Role of the Program Manager
• Other Key Roles in Program Formation
• Key Insights
• Topological Data Analysis
• Overview
• Context and History of the Program Development
• Background and Role of the Program Manager
• Other Key Roles in Program Formation
• Key Insights
• Revolutionizing Prosthetics
• Overview
• Context and History of the Program Development
• Background and Role of the Program Manager
• Other Key Roles in Program Formation
• Key Insights
• Findings, Conclusions, and Key Observations
• Process of Program Development
• Roles of Program Managers
• Additional Observations
• Concluding Thoughts

Patrick Windham

9. Some Questions about the DARPA Model

Part II. The role of DARPA program managers

Jinendra Ranka

10. DARPA—Enabling Technical Innovation

• The Role of DARPA
• DARPA and Innovation?
• Developing and Running DARPA Programs
• Important Questions to Ask
• Timelines
• Additional Thoughts on Why DARPA is Needed
• A Flexible and Supportive Agency

Larry Jackel

11. Program Management at DARPA

APersonal Perspective

• Getting New Programs Approved
• Soliciting and Reviewing Proposals
• Managing Programs
• Independence, Responsibility, and Accomplishments

Part III. Applying the DARPA model in other situations

William B. Bonvillian

12. Lessons from DARPA for Innovating in Defense Legacy Sectors

• The Underlying Innovation Models
• Innovation Organization
• Beyond Pipeline
• First Things First—The Front End of the Innovation System
• Strengthening the Front End
• DARPA Innovation within the Defense Legacy Sector
• Stealth Aircraft
• Precision Strike
• Unmanned Aerial Vehicles
• Change Agents
• Conclusion: Innovation in the Defense Legacy Sector

William B. Bonvillian et Richard Van Atta

13. ARPA-E and DARPA

Applying the DARPA Model to Energy Innovation

• Overview
• I. The DARPA Model
• Well-Known Elements in the DARPA Culture
• Other Important Elements in the DARPA Model
• Problems in Tech Paradise
• II. ARPA-E—A New R & D Model for the Department of Energy
• Replicating Basic DARPA Elements
• New Elements at ARPA-E
• a. Sharpening the Research Visioning, Selection, and Support Process
• b. Building a Community of Support
• c. Technology Implementation
• Relevance of the Additional DARPA Features (cited above) for Applicability to ARPA-E
• III. The Remaining Technology Implementation Challenge for DARPA and ARPA-E
• A. The Implementation Problem: Launch Pathways for DARPA and ARPA-E Through Military Procurement, Established Industry and the Entrepreneur/VC Model
• 1. Market Launch in the Military Sector
• 2. Market Launch Through Established Industry
• 3. Launching Through the Entrepreneur/VCModel: The Role of Entrepreneurs, Startups and VCs
• B. The Problems of Manufacturing and Testbeds
• IV. Conclusion—Brief Summary of Key Points

William B. Bonvillian

14. IARPA

A Modified DARPA Innovation Model

• The DARPA Model in the Context of Innovation Policy
• The IARPA Model
• Two Challenges to DARPA and its Clones— Manufacturing and Scaling up Startups
• Conclusion

Robert Cook-Deegan

15. Does NIH need a DARPA?

• Biomedical Success
• A Small Dose of DARPA

Part IV. Conclusions

Richard Van Atta, Patrick Windham et William B. Bonvillian

16. Lessons from DARPA’s Experience

• Important Features
• Creating New Technical Communities
• DARPA and the Future

Further Reading

List of Tables and Illustrations

Index