Defense Technology Accelerator Concept
Through Hacking 4 Defense
And we are going through additional steps to validate our concept. There is a scientific process behind business model or in our case mission model development and validation. We are taking this Defense Technology Accelerator concept through this scientific process to see what comes out on the other end. In particular we are following Steve Blank and Peter Newell's Hacking for Defense program, upon which small teams perform mission model validation over approximately 10 weeks of customer discover. A key part of this process is to be open and accept pointed criticism to the proposed concept. To honor this transparency, we have started a Defense Accelerator. We will post our weekly updates to the lessons we learned through the week, and provide updates to our Mission Model Canvas (MMC) as well as our Minimal Viable Product (MVP), in the hopes that you provide us with feedback on what we are proposing. This feedback is part of the process and is vital for the ultimate success of this accelerator concept. We will also post on this homepage our latest updated versions of our MMC and MVP.
Current Minimal Viable Product
There are many routes that the government can take when it has a problem requiring innovation. Additionally, there are many routes a small business can take in order to share a great idea with the government. Our research has shown that there will be no one road that every innovative young company will follow. As such, we've developed a working concept for where and why we think technology accelerators can fit.
The goal of these accelerators is to broaden the spectrum of start-up businesses with which we can interact. Rather than solely relying on those with fully developed products ready to retrofit to a government need, we'd like to also offer a space for small developing companies to come and generate dual-use technology with mentorship from relevant sources and access to government customers to enable proper customer discovery.
One of the biggest things we've learned through our customer discovery is that there is no "one size fit's all" for technology accelerators, both for the start-up companies looking to join them, and for the sponsor units wishing to run one. We would like to better characterize the space and show that the accelerator concept can be used on varied timelines, with varied budgets and with varied specificity to the problem space.