Leadership a few ideas

1
What happened in
Space Life Sciences and how
did we respond to it?
2
Strategic Development and Open Innovation in
Space Life Sciences

• The mission of NASA Space Life Sciences is to
  optimize human health and productivity
  for space exploration.
• 
  We aim to develop
  a
  complete human system for spaceflight.

3
Background to Change

• Vision for Space Exploration gt new goals
• Approach driven by reduced/scarce resources
  (after 2005 RD budget reduction)
• Visioning exercise gt future scenario to seek
  alliances to complete our life sciences
  capabilities
• Rapid external pace of change requires
  collaboration to facilitate innovation

4
Strategic Goals

• SLSD identified four key goals in the strategic
  plan
• The definition and management of the SLSD
  portfolio
• To drive advances in health innovations
• To drive advances in human system technologies
• To ensure multidisciplinary life sciences
  training, a legacy of life science expertise, and
  an infusion of space life science into all
  aspects of spaceflight

5
Challenges for the Future

• SLSD identified seven challenges
  to accomplishing the goals
• How to identify external technologies/innovation
  more quickly and effectively
• How to encourage internal collaboration and
  inter-disciplinary innovation
• How to overcome the norm of single-discipline
  ownership of risks and stove-piping of
  solutions
• How to incentivize organizational boundary
  crossing
• How to partner externally in a cost-contained
  environment
• How to demonstrate value to our customers
  (flight programs and space flight crews)
• How to create a definitive repository of
  knowledge that captures the current state of
  evidence

6
Strategies for Change

• Leadership chose to pursue strategic alliances
  that could
• Build the directorates technical skill base
• Meet our deliverables
• Communication gt biggest opportunity for change
• The six key strategies for change identified
  included
• Adopting an integrated human system risk
  management approach
• Developing and maintaining core capabilities and
  core competencies
• Establishing strategic relationships
• Developing and implementing an improved business
  model
• Improving our customer focus
• Enhancing internal and external communication

7
Strategy Execution

• Purpose gt medical operations biomedical
  research habitability/environmental factors
  human system
• Parallel focus on strategy of risk management to
  integrate and improve current services

8
Health and Medical Technical Authority

• Established in spring 2006 at JSC to provide
  technical expertise and oversight to
• 2 flight programs (SSP and ISS)
• 1 development program (CxP)
• 1 research and development program (HRP)
• Life sciences engineering, safety and mission
  assurance

9
Spaceflight Human Systems Standards

• Developed by JSC at OCHMO direction
• Owned at the agency level gt strengthened life
  sciences by having agency level technical
  standards, policy and oversight
• Volume 1 (Crew Health)
• Volume 2 (Habitability and Environmental Health)
• Volume 3 Crew Medical Standards (certification
  and re-certification of astronauts)

10
Risk Management

• IOM gt evidence-based Risk Management approach
  with a Risk Management Analysis Tool (RMAT)
• SLSD developed 90 key human system risks across
  three primary human spaceflight threats
• remote deployment (medical care, behavioral
  health performance)
• closed/hostile environment (air/water/radiation,
  etc.)
• hyper/hypo gravity (physiological changes to
  human body)

11
Benchmarking

• Our job is to find the best solution, not do all
  of the work ourselves
• JSC Center Director required all directors to
  benchmark against at least two organizations with
  best practices in the directors technical
  portfolio
• SLSD partnered with Advanced Planning Office
• Benchmarked with 20 external academic,
  industrial, and government organizations
• All are skilled at forming/maintaining alliances
• All identified collaboration as means to
  facilitate innovation and remain competitive

12
Managing Innovation

• Harvard Business School (HBS) approach

architectural innovation (incremental/CPI
innovation of large organizations)
disruptive innovation (more characteristic of
 smaller, startup organizations)
13
The Human System OrganizationEvolution of Change
DEMONSTRATION/ LEARNING
TODAY
FUTURE STATE

• New Org (Structural)
• Flat
• Integrated
• Aligned Incentives
• Delivery of best product
• Value Proposition
• Failure Not an Option

Human System Risk Board (HSRB)
SEIO
Management Tag Strategic Portfolio Forum
SLSD

• Disruptive Innovation
• (New Org, Part of Org?)
• Flexible
• Fast
• Out of the Box
• High Risk
• Fail Forward, Fail Fast, Fail
• Often (Failure is Acceptable)

SEIO
Development Teams
14
SEIO Strategy Execution and Implementation

• Institutionalize the strategic efforts with
  team support
• Strategic alliances (original strategic portfolio
  team)
• Human system integration (Human System Risk
  Board)
• Innovation (four new teams)
• Education (continuation of the original education
  team)
• Communication (new team, major opportunity for
  change)

15
Human System Risk Board

• Forum to integrate research operations
• Forum to implement risk management approach to
  the risks
• Chaired by the JSC CMO with active participation
  of HRP program manager
• Integration by mutual agreement and joint
  decision-making
• Approach gt embodiment of the incremental
  organizational innovation of products for
  existing customers
• Culture risk-averse failure is not an option

16
Innovation Teams

• Capacity for disruptive innovation quickly
  develop more radical innovative solutions to
  existing technical/research/service gaps
• Culture fail forward, fail fast, fail often
• 4 cross-disciplinary innovation development teams
  were formed
• Open innovation
• Venture entrepreneurship/industry engagement
• Institutional change/barriers
• Social innovation

17
Next Steps

• Develop hybrid organization to manage current
  work and future innovation successfully
• Change parent organizations barriers into the
  innovative organizations enablers
• Portfolio mapping exercise (July 7) with Dr. Gary
  Pisano to map our resource gaps into open or
  closed, hierarchical or flat solutions
• Outcome gt rationalized internal and external
  portfolio, with maximum leverage of external
  development in the commercial world

18
Questions?