BY THOMAS E. RICKS, JANUARY 14,
Just as we needed people who could interpret for us in Afghanistan and Iraq, so do we need soldiers who can do the same for us in Silicon Valley and other centers of technological innovation across the country. Headquartered in spacious office space adjacent to the Ames Research Center located in the heart of Silicon Valley, the DoD’s liaison office, titled Defense Innovation Unit – Experimental (DIUx), is looking to capitalize specifically on this center of innovation. Reflecting on history, the location is appropriate given that DoD laid the techno-economic seed corn for the region at Moffett Field over half a century ago. Since then, Silicon Valley has become vitally important to the economic success of both California and the United States as a whole, with a GDP of almost 200 billion dollars in 2015. Now DoD is asking Silicon Valley to return the favor by increasing research and production of dual-use technologies.
As the DoD, and its service components, matures its presence in the Bay Area, it must set the conditions for its success by investing in its people, rather than technology alone. Military personnel must not only be able to speak the language of entrepreneurship and business, but also understand the values of the start-up community. There are two steps the Military should focus on in developing its Silicon Valley bound personnel. The first is to identify and select the “right” talent, and the second is to create a comprehensive pipeline to both train personnel in the region’s lexicon and business practices and inform them of the values that drive the community. Today, there are only a handful of off-the-shelf individuals in the DoD who have the experience and background to thrive in Silicon Valley. To both sustain the DIUx platform and to increase much needed diversity of expertise in the military, DoD must put forth a concerted effort in expanding and its pool of Bay Area interpreters.
DIUx is meant to bridge the divide between the Department of Defense and Silicon Valley with its ever-evolving coagulation of technical start-ups. As the DIUx initiative becomes more seasoned, DoD should develop entrepreneurial teams and enable them with the appropriate training and exposure to the Silicon Valley culture. Mimicking the skill-set combinations of successful entrepreneurial teams – the Jobs-Wozniak team being the most infamous – these teams should aim to strike a balance of technically expert and managerially savvy individuals. Therefore, to replicate Silicon Valley’s best practices, a DoD entrepreneurial team should, at a minimum, consist of two soldiers: a technical expert and an operations expert. Though the traditional military personnel file doesn’t currently provide the requisite visibility on these skill areas, there is significant work being done across the DoD to address the issue. DIUx recruiters can be part of the effort to improve talent management while also identifying these talented individuals early in order to deliberately establish a career pipeline.
Just as we needed people who could interpret for us in Afghanistan and Iraq, so do we need soldiers who can do the same for us in Silicon Valley and other centers of technological innovation across the country. Headquartered in spacious office space adjacent to the Ames Research Center located in the heart of Silicon Valley, the DoD’s liaison office, titled Defense Innovation Unit – Experimental (DIUx), is looking to capitalize specifically on this center of innovation. Reflecting on history, the location is appropriate given that DoD laid the techno-economic seed corn for the region at Moffett Field over half a century ago. Since then, Silicon Valley has become vitally important to the economic success of both California and the United States as a whole, with a GDP of almost 200 billion dollars in 2015. Now DoD is asking Silicon Valley to return the favor by increasing research and production of dual-use technologies.
As the DoD, and its service components, matures its presence in the Bay Area, it must set the conditions for its success by investing in its people, rather than technology alone. Military personnel must not only be able to speak the language of entrepreneurship and business, but also understand the values of the start-up community. There are two steps the Military should focus on in developing its Silicon Valley bound personnel. The first is to identify and select the “right” talent, and the second is to create a comprehensive pipeline to both train personnel in the region’s lexicon and business practices and inform them of the values that drive the community. Today, there are only a handful of off-the-shelf individuals in the DoD who have the experience and background to thrive in Silicon Valley. To both sustain the DIUx platform and to increase much needed diversity of expertise in the military, DoD must put forth a concerted effort in expanding and its pool of Bay Area interpreters.
DIUx is meant to bridge the divide between the Department of Defense and Silicon Valley with its ever-evolving coagulation of technical start-ups. As the DIUx initiative becomes more seasoned, DoD should develop entrepreneurial teams and enable them with the appropriate training and exposure to the Silicon Valley culture. Mimicking the skill-set combinations of successful entrepreneurial teams – the Jobs-Wozniak team being the most infamous – these teams should aim to strike a balance of technically expert and managerially savvy individuals. Therefore, to replicate Silicon Valley’s best practices, a DoD entrepreneurial team should, at a minimum, consist of two soldiers: a technical expert and an operations expert. Though the traditional military personnel file doesn’t currently provide the requisite visibility on these skill areas, there is significant work being done across the DoD to address the issue. DIUx recruiters can be part of the effort to improve talent management while also identifying these talented individuals early in order to deliberately establish a career pipeline.

