The Wonderful Wizards of DEF
The third Defense Entrepreneurs Forum (#DEF2015) ended as a resounding success. Barriers have been broken, networks established, initiatives formed, and the organization itself is financially stable and ready to proceed as a 501c(3) non-profit.
After the first DEF two years ago — still high from that event’s euphoria and energy — I talked about what DEF means and what it could achieve. It all came down to a few fundamental thoughts: DEF was forming to help define problems, start conversations, and cradle solutions.
Walking down the yellow brick road
There is certainly no shortage of problems to solve in national security. But today DEF participants are identifying specific issues and challenges to tackle. They are being called upon — via their association and individually — to talk through strategic, policy, and tactical challenges and to develop concrete solutions. In just two short years, DEF is undeniably present.
We noticed or confirmed this last year after the second conference. The term of art we used to capture what at that point was definitively emerging was conviction, which I then described as a charter of the organization.
This has manifested itself in multiple ways. DEFx events proliferated, Agoras were held, and at special sessions with senior leaders DEF participants, some of which were completely new to the organization, set standards for what the community is and should continue to be: thoughtful and passionate professionals focused on making the national security apparatus, and more importantly, our country better.
Ideas from Emerald City
This year produced a series of themes— many of which were rapidly tweeted — but each one will require much more reflection from the DEF community to internalize and then operationalize.
First, leadership is innovation. This embodies the DEF community’s conviction that part of making a positive change is about matching the right ideas with the right leaders. This is the impact of a network that self-identifies.
Second, the best ideas can be found at the edge of the network. Leaders need to be involved with users. Whether you are in acquisitions or talent management, understanding the needs of your community is paramount. Often the people that can report problems can also solve them — if empowered to do so.
Third, innovation is part of professionalism. Organizations that seek to be dynamic must treat innovation and an ability to evolve as core competencies. DEF itself is evolving to give professionals the tools — such as design thinking— to innovate and a network to receive feedback from, find partners, and establish access to leaders.
Finally, none of this is possible without “having grit.” The brilliant image below, captured from Richard Walsh’s presentation, demonstrates neatly how individuals that try to solve hard problems will always face challenges and set-backs personally and professionally. Stick with it. Find the right partners and champions and good things will happen. But don’t forget that it takes time. This slide applies to everyone; going from broke on a couch to a successful entrepreneur in San Francisco follows a similar trajectory.
Perhaps the best part about these ideas is that they were introduced at DEF by participants whose ranks ranged from enlisted to the field-grades. But at DEF they all had the same microphone and no more or less attention from the audience. Respecting ideas, while leveraging rank and access is how positive change happens.
Another key aspect of this conference that must be mentioned is that the innovation competition truly stepped into a new league with concrete ideas that were focused on solving mission-critical national security problems at lower-costs for the taxpayer.
Everyone is in the throne room
Coming back to Chicago felt like a reunion. There was a loud buzz everywhere filled with handshakes, hugs, and high-fives. But the empirical evidence, in fact, suggests that the majority of this year’s participants were first timers and no one even noticed. Vibrant ideas transcend individuals and continue to define DEF’s success.
The national security landscape will require more change and innovative ideas before it can stand ready for the challenges that will shape the 21st century. And DEF itself needs to evolve and change as it expands its reach and influence.
To accomplish this effectively the DEF team needs new leaders, board members, and volunteers. Thankfully, as we concluded this year, there was no shortage of individuals that are as excited or more about DEF going forward as we all were after its inaugural event.
Mikhail Grinberg is one of the editors here at The Strategy Bridge and is also on the board of the Defense Entrepreneurs Forum. By day he consults aerospace and defense companies on corporate strategy and mergers and acquisitions. He dabbles in photography and tweets at @mbgrinberg.
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