Military Review English Edition July-August 2016 | Page 39

CYBERSPACE INNOVATION

avoid impediments to creativity simply
out of fear of taking risks based on others’
novel ideas. It is not enough for leaders to
proclaim that the workforce should share
ideas and not fear failure. Leaders must
ensure that systems and resources are in
place to enable idea sharing and to underwrite some failures.13
A crowdsourcing website together
with challenge-based innovation offers a
way to enable idea sharing. Members of
a command can share and vote for ideas.
Leadership can then select and implement those they deem likely to enhance
operations. Leaders must be active participants. At U.S. Army Cyber Command
and Second Army, crowdsourcing is one
way to show innovation as congruent
with the organization’s mission. Team
members are also able to pitch their ideas
directly to the command’s leadership
through a Shark Tank-style resource-investment panel.14
While a need exists to take advantage
of internal innovation, there is an equal
requirement to look outward to build
innovative proficiencies. There is a need
to learn from others’ innovation. The
cyberspace community must continue
(Photo courtesy of U.S. Army)
developing relationships with academia
A soldier with the 780th Military Intelligence Brigade conducts cyber support operaand industry to expand innovation
tions through improvised use of commercial, off-the-shelf equipment 24 January 2016
opportunities. We need these outside
during a training rotation for the 2nd Stryker Brigade Combat Team, 2nd Infantry
perspectives and partner activities as we
Division, at the National Training Center, Fort Irwin, California.
continue to confront unforeseen chalcyberspace operations forward, leaders must value emlenges in cyberspace. The Army’s proposed engagement
powerment, collaboration, and adaptability.
warfighting function reinforces that future operational
Good ideas are not reserved to a particular
challenges are too numerous and complex for U.S military
rank or stature. The “gardener” leadership direction
and civilian agencies to address alone.15
McChrystal took relied on trust throughout the comGovernment and industry are acknowledging the immand and mirrored several tenets of mission comportance of Silicon Valley and the startup community in
mand by recognizing the importance of empowering
not going it alone. For example, the March 2016 appointagile and adaptive leaders.11
ment of Google Chief Executive Officer Eric Schmidt
Like a gardener, leaders can set the conditions by wato head the Defense Innovation Advisory Board, the
tering and weeding, but they cannot make the plant grow.
appointment of tech entrepreneur Chris Lynch to head
Leaders must inspire creativity, idea generation and sharthe Pentagon’s Defense Digital Service, and the establishing, and initiative in their subordinates while encouraging
ment of DIUx coopt the talent and knowledge of Silicon
12
them to take risks based on their ideas. Leaders must
Valley to serve the DOD.16 U.S. Army Cyber Command
MILITARY REVIEW  July-August 2016

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