JSC 20 Year Vision

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JSC 20 Year Vision
April 2008
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We are here because
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pioneers before us accomplished awe-inspiring
achievements and initiatives.
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their legacy is
research.
development.
operations.
science.
human spaceflight.

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a lot has changed in the world since the
inception of Johnson Space Center
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Society is more
connected
and
collaborative
than ever before.
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As we move
forward in human space exploration,
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we believe it will take the
collaboration
collaboration
of all
Perspectives
Generations
Experiences
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to lead humanity
on new
explorations
into the
solar system.
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Weve spent the last
month
X 30 people
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Weve spent the last
month
X 30 people
working on a vision
and an associated 1-year implementation plan.
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Our vision is for JSC to be a
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collaborative,
innovative, and
integrated space center,
boldly expanding
the frontiers of
human space exploration.
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This is what that means to us
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Collaborative
Facilitates discussions, connections, and
knowledge transfer.
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Innovative
Development and implementation of creative and
useful ideas.
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Integrated Space Center
United with a common vision.
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Boldly
Disrupting perceptions, inspiring change.
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Expanding the Frontiers
Advancing the human footprint, using new
approaches.
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Of Human Space Exploration
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We see a gap between where we are now and this
vision.
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Wed like organizations to collaborate across
division lines and not just internally.
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Wed like better integration between centers and
programs.
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Wed like JSC to be a place known for its
innovative approach to the NASA mission.
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Were talking about a
new approach to a
new Johnson Space Center.
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To implement this vision,
we will engage the community
and demonstrate innovation and collaboration.
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Over the next 12 months, we will simultaneously

Facilitate discussions between ALL levels of the
center to communicate our vision,
Further develop and then implement innovative,
value-added tactics.
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Center-Wide Communication (cross-generational
discussions)
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Phase I Discussion with JLT
This vision will lead to increased work
efficiency, organizational consistency, and an
overall reduction of mission risk and cost.
This will be demonstrated through a high level
overview of tactics and how they can apply to
multiple organizations.
By communicating this, we hope to align JLT with
the vision and gain support for phase II and
phase III.
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Phase II Discussion with management
This vision will lead to increased work
efficiency, effectiveness of center operations,
and leverage workforce potential.
This will be demonstrated through the value of
innovative tactics as applied to specific
organizations.
By communicating this, we hope to show value of
the vision to the organization and encourage
two-way communication.
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Phase III Discussion with everyone
This vision will directly impact and connect
employees to the bigger picture.
This will be demonstrated by employee
participation in tactic development which
directly impacts his/her organization.
By communicating this, we hope to encourage
involvement in the center-wide implementation
plan.
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Tactic Implementation (a grassroots example of
what this top-down approach can enable)
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Strategic communications and implementation for
Constellation. Standards and Requirements
Development for Space Life Sciences. Technology
portfolio management for Engineering. Training
process improvements for MOD. Provide a strategy
for the NASA.gov website to integrate 3000
websites into one content management Utilization
of new tools to help manage documents,
communication, and knowledge transfer.
Organizational structure improvements.
Benchmarking of other industries and government
agencies to give new insights into business  
Trade study on Google 20 time as applied to
NASA JSC. New employee training program
improvements. Develop meaningful employee
incentive programs. Tactic development for JSC
education. Efficiency improvements for mission
operations in B30. Development of NASA PSAs for
External Relations. Efficiency improvements for
procurement at JSC. Identification of IT
integration tools that can be used for various
applications Non-traditional cross-collaboration
between divisions. Address what is the value of
JSC for the City of Houston and open dialogue
with community. Communications strategy for
technology development and outreach in the
Engineering Directorate. Address need to data
and papers to be electronic and searchable.
Develop strategies to empower co-workers to
communicate and participate. Develop rotation
program for GS12 and below. Develop a
peer-mentoring system. x500 Profile System
(Facebook-type) application - similar to what has
been developed for other Data mining, processing,
analiyzing, and transfer improvements for
Constellation program. Address limitations of
Windchill System such as search feature, profile
system, etc via 3rd party Revolutionize the
employee review process and implement a
360-degree approach. Develop management-employee
communications infrastructure to help disseminate
knowledge at Strategic NEW Capital Resource
Acquisition Work Group Hold industry forum to
identify potential technologies trends that can
be utilized within the NASA. Hold continuous
forums with the public, at the JSC level, similar
to the 50th anniversary HQ efforts.
Plan/ressurect "open house" event for JSC. Data
mine existing OPM data to uncover trends that may
help better understand the workforce.
Communications strategy for technology
development and outreach in the Engineering
Directorate. Engineering MOD
communications/collaboration to address
disconnect. Engineering Space Life Sciences
communications/collaboration to address
disconnect. Leadership Training program for
brand new employees. Leadership ethics forum to
discuss leadership tactics, values,
responsibilities. Communications structure to
make connections to Gen Y at other NASA centers.
Open-ended university marketing contest to write
new NASA strategic plan. Develop course for
acceptable risk training through simulated,
team-oriented risk analysis. Toolset for holding
collaborative conferences with Houston-area
industries, universities. Contest for coming up
with communications plan for NASA spin-offs.
Help existing JSC chapter of Engineers Without
Borders connect w/ Houston community. Develop
social networking group to connect employees in
out-of-work environments.
We started with over 100 tactics
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and narrowed the list to the top 5
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Virtual Collaboration Center
Ultimate New Employee Experience
Innovation Sphere
360-Degree Mentoring
Explore JSC Contest
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Virtual Collaboration Center
This tactic will lead to improved communication
and opportunities for collaboration across the
JSC community.
This will be demonstrated by an open-source,
web-based application that provides a profile
system and communication tools.
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Ultimate New Employee Experience
This tactic will lead to a venue for
collaboration and integration of diverse ideas
from new employees across the centers.
This will be demonstrated through the enhancement
of existing initiatives to incorporate
interactive team experiences that result in the
development of professional and personal networks.
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Innovation Sphere
This tactic will lead to an inspiring work
environment that expands imagination, explores
innovative ideas, and encourages collaboration.
This will be demonstrated by a physical space,
used for innovation and co-working to further the
JSC mission.
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360-Degree Mentoring
This tactic will engage the community in
cross-generational discussions to transfer
knowledge and experience.
This will be demonstrated by a 360-degree
approach to mentoring.
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Explore JSC Contest
This tactic will lead to opportunities for public
collaboration and provide widespread awareness of
JSC endeavors.
This will be demonstrated through competitions
between universities to create a tool that
develops JSC content to K-12 students. 
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Each tactic embodies elements of the vision -
collaboration
innovation
integration
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Of course no endeavor is without risks
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What if

• others are not receptive?

organizations do not see value?
a tactic fails?
resources are limited?
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How do we move forward?
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We recognize that this strategy requires
communication with and participation of the JSC
community.
The success of this vision relies upon top-down
support along with the execution of specific
tactics from the bottom-up.
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Today, we envision the future of the Johnson
Space Center as
A collaborative, innovative and integrated space
center, boldly expanding the frontiers of human
space exploration. 
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In 1961, Robert Gilruth envisioned the Johnson
Space Center as
The free worlds largest and most advanced
research and development center devoted to
manned spaceflight. 
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We would not be honoring the legacy of those
before us
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if we did not see the
greatest accomplishments
in space exploration ahead of us.
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