JACQUELYN SCHNEIDER AND NINA KOLLARS
As the Obama administration comes to an end, so does the innovation-focused tenure of Ashton Carter as secretary of defense. Under his leadership and the guiding precepts of the third offset, the Department of Defense initiated a series of Silicon Valley-inspired innovations. From chief innovation officers to the Strategic Capabilities Office and Defense Innovation Unit-Experimental, Carter’s Pentagon has focused on institutionalizing innovation. Unfortunately and as many other commentators have noted, this focus on top-down innovation may have unwittingly created innovation architectures that bypass the warfighter. As a result, critics question whether warfighter-led innovation can thrive in the third offset.
Nowhere is this critique more relevant or more concerning than in cyberspace, a domain characterized by prolific users, rapid evolution of capabilities, and persistent confrontation. The Department of Defense has launched a whirlwind of initiatives in response to these challenges: the vast majority of which have focused on top-down processes that resolve inter-organizational competition for budget, manning, and policy authorities. This emphasis on centralized top-down innovation within cyberspace has largely overlooked cyber warrior led innovation, while a general stovepiping of cyber capabilities away from traditional warfighting units means that without careful consideration, the link between the warfighter and the Pentagon or Fort Meade may be increasingly innovated away. As we transition from a Carter-led Department of Defense, how can we enable warfighter-led innovation in cyberspace?










