Use the video clipping tool to create clips of favorite convention moments and share them on social media. Read twitter feeds from delegates and reporters in philadelphia. Our special Convention Pages have everything you need to get the most of cspans gavel to have gel coverage. Go to cspan. Org cspan. Org nationalconvention. Every speech on demand for viewing on you are laptop, desktop, tablet and smartphone. Convention pages and all of cspan. Org are a Public Service of our cable or satellite provider f youre a cspan watcher, check it out on the web at cspan. Org. So it definitely has been an experience being a young delegate. For example, i always, when i go to the convention and see the show, i have people saying, thank you for being here and ultimately it has been a really good experience although some older folks who are a bit skeptical of young people. But we keep them around i think well have a really good i am prosecution on them. Ultimately think the party really treats young delegates well. Why am i here . Im concerned about making America Great again. We have to leave it better for our children than what was left for me. Im excited to be here as a delegate to support trump and lets make America Great again. I wanted to be here because i felt it is real important that the grass roots is heard that were part of our platform and our rule making decisions and i am a ted cruz delegate. I think that some of our, our biggest issues taking back america and making it as great as it can be and has been. Im state representative ron olmsted of worcester, ohio, as speaker pro tem in the ohio house of representatives. We are delighted to host the convention. We are so appreciative of our governors positive message, of speaker paul ryans positive message and what we are doing to lead with a path of agenda, that will be good for our nation. And well lead our country forward. So i wanted to be a delegate because it is never too early to get involved. I want to get a head start on political future and, i was really inspired by the people around me and i wanted to go and represent them as national and it has been a great experience so far. Im so excited to be here but, yeah, i am really excited to be here and been a great time so far. Welcome to csis. Im kathleen hicks. I direct the International Security program here. Live to remarks from rear admiral mathias winter, chief of Naval Research on the future of naval innovations an capabilities. This is part of a forum hosted by the center for strategic and international studies. There are glass doors behind you and there are two exits behind me. Should a fire alarm or something go off well have staff to direct you either out of the back of the building or the front of the building. Maritime Security Dialogue we think does bring a unique perspective by having two foremost respected nonpartisan institutions csis and usni to have a series of highlights chlenging the navy, marine corps and coast guard. They are from the National Policy level to naval concept and program design. Were very fortunate to have this series sponsored by Lockheed Martin and huntington engles industries. Especially today were very pleased to bring forward rear admiral matt winter, chief of Naval Research. Innovation is the buzzword right now in washington. Some people get to just say it. Other people have to implement it and make it mean something and rear admiral winter is at the forefront of that challenge set. Moderating our event my partner in crime, vice admiral. Pete daly, ceo of the u. S. Naval institute. Join me with a warm welcome for rear admiral winter. [applause] good morning, folks. Thank you, dr. Hicks, and Admiral Bailey for this opportunity to have a dialogue. I have some prepared remarks that are captured in power point but im really looking forward to the question and answer session after these, about 15, 20 minute discussion. Some familiar faces out there. So, give me the hard questions. The unfamiliar faces give me the harder questions. So, chief of Naval Research, echelon one command, director report to secretary of knave and chief Naval Operations commandant Marine Corporation charged with the responsibility for science and Technology Mission for the department of the navy. But before i get into the that, i want to talk a little bit about the word innovation. Its probably the most used, second most used word right behind acquisition reform inside of the beltway. It is important to understand you cant go to aisle five of walmart to pick up a can of innovation. Sometimes leadership, you may find yourself doing this, directing your team to be innovative. They walk away going, whats that mean . Does that mean work harder . What does that really mean . So i want to give you a hypothesis what i think that means in the context of our secretary of the navys innovation vision. I want to talk a little bit about the office of Naval Research since im the chief of Naval Research and talk about two elements, the business of science and the science of science. We get really focused on the science of science. I will show you eye watering, Innovative Solution sets but to do that you have to make sure a you have foundation and effective business of science. That means when the cool science is happening, hits belt sander of contracting or funding types or no votes on policy we have a responsibility to look at the business of science as much as the science of science. And then, i will hypothesize at the end, what is the next big thing . I usually get that question. So what is the next big thing . I will lead turn that question. Well have a conversation. Slide police. Secretary mabis one of his cornerstones of strategy for his tenure was, lets understand what innovation is. Establish task force of innovation. Office of Naval Research, couple other folks, part of that task force. We rally around three elements, people, information and ideas and five lines of effort. Im not going to read those to you. Whats important is, how do you define and lead innovation . I look at this as understanding an open and providing an open, inclusive, collaborative environment that brings the best and brightest people to generate a solution space, right, based upon Credible Data and information, that then eminates and germinates and generates innovative ideas. If you talk about that, and you see how that dna thread gets to the innovative ideas, versus saying i need an innovative idea, you can actually get your workforce, your team and your Senior Leadership to better articulate what innovation allows us to really accomplish. So with that, weve been given the opportunity from scientific and technical to tactical and operational, across the navy and the fleets and forces in our laboratories and Warfare Centers. In our partnerships with industry and academia to bring the best and brightest together to work on our hardest problems. What i will show you now, how we do that, that business of science quickly. And then some of the science of science. Okay, next slide. So the office of Naval Research, next slide. Office of Naval Research. The provider of science and technology to the navy and marine corps. About 4,000 strong. Scientists, technicians and support personnel in 23 locations around the world. I will talk a little bit about our global presence. 2 billion, sounds like a lot of money, and it is and we have a responsibility to efficiently, effectively use the taxpayer and stewardship of those resources but when you think about as 160 billion corporate 100 company, it is about 1. 2 . How Many Companies invest about the 1 to remain relevant and dominant and maintain that Market Competition in the future . Not very many survive with that kind of investment. So i will talk to you about how the business of science allows us to actually realize a five to sixx of that 2 billion. People and partnerships, partners over thousand. We have over 2500 small, medium and large Industry Partners. And about 1100 to 1500 universities and colleges in the u. S. And around the world working working with us to do what you see in the lower left, which is our Strategic Plan and i have trifolds for handouts. This is not just a glossy document that we throw on the to wait for somebody to pick it up and read it. We roll it up and use it every morning to make sure that inclusive, Dynamic Solution space keeps being generated and we dont throw anything off the table. And that mission, for the science and technologists in the office of Naval Research is to discover and invent that new knowledge, knowledge that has never been known before yesterday. So begets technologies that are breakthrough, that allows us to then experiment and demonstrate what the capabilities that give our marines and our sailors the technological advantage. Complimentary, gives our laboratories, our scientists in industry, academia and in the government the technological advantage in those hallowed halls and la bore tories. Next slide. We have investment strategy. We dont do cool science because it is cool. We do science to enable our war fighting capabilities of the at the end of the day we are enabling venture capitalists, new idea generator, technological leap organization. That is our mission. We do a lot of investments in the basic research domain. That is our redbox you see there to the right. In that those are the petri dishes and test tubes, flubber and flux capacitors of future that our scientists that work win industry and academia across a incredible breath of technologies and scientific disciplines to generate that new knowledge, that then the other three boxes that you see there allow us to knit together advanced materials, electromagnetic pulses, hardened projectile. Admiral, do you think a project where i can accelerate a piece of metal from zero to mach 5 of 100 feet would have any kind of amount ability apflick ability . That is kind of conversations we have. No warfighters ask for laser gun or railgun or lluv. Now they are. That is technology pull. We have to continue to get that solutions space, and pushing, bush these ideas. It doesnt just happen. It comes with the people. It comes with my junior sailors. Comes with my Junior Officers. It comes with industry and academia, coming together. There is no market on good ideas. I tell my o r folks, all my teammates, youre not the best but youre the best and brightest what you know and what youre doing. We got to continue to search for the better and the more brighter in the four corners of the globe. With that, you can he see along the xaxis, it is important to understand this business of science. We have equities in the office of Naval Research for the current fleet. Sailors that are underway and marines boots on the ground and thats that blue box. Enormous amount of opportunities that we get from junior sailors and Junior Officers and marines that give us great ideas that then we go put some dollars behind to turn their great ideas into reality. Along that in the sent there you see the fleet and force underdevelopment. That might be what you call the lethargic 5000 acquisition process. My previous responsibilities were leading in that domain. It is not lethargic. Some things need to take 10 and 15 years to develop and deliver but if it doesnt, it shouldnt. So what the science and Technology Equity there is are to bring Technological Solutions that help programs of record, technical baselines, delivered and fielded capabilities to remain effective, capability, efficient, reliable and cost, reduce costs. Then finally the one everybody really believes that it is a future force, excuse me. Those where are we looking into the future. Well talk about some of that technology. All comes together and divvy up the dollars. How does the efficiency of that allocation occur . Our forefathers had the insight to give the chief of Naval Research, not matt winter, but the chief of Naval Research a collection of authorities that minimizes getting to yes and minimizes getting money to the performers, it allows decisions to be made measured in minutes and hours versus weeks and months. My own resource sponsor, my own head of contract authority, im my own echelon one commander within the 61 to 63 domain and we see things eminating out of that basic research and see that demonstration together. You dont have to go find a yes. That doesnt mean i can run open loop without any accountabilities. We have that check and balance with our appropriate and navy marin corps leadership. Important to understand how we go faster. Were always told to go faster. First order effects get to the person that can say yes and getting resources to the person that can do the work. That is usually the two things are timelines, time tacks to get moving. Next slide. So who are those performers . I get a lot of discussion about, we dont incentivize or dont utilize the Industrial Base in the S T Community much. That is the further thing from the truth. We look where the best and brightest resides. There is trend over the last 70 years and were celebrating our0th anniversary in office of Naval Research this year, the industry migrating out of basic research. Theyre still a modest foot point in industry in basic research but predominantly that is your academics, universities and government laboratories. You can see our triangle of performers, government, industry and academia, brings together a continuous thatching and rolling in and out of those performers but over time our percentages on the righthand side show pies of basic research redbox, applied research, middle two boxes and advanced research, our blue box, lack of better way to identify that. Industry academia and our Navy Laboratories and Warfare Centers. You see the migration from academia to industry. We are absolutely beholden and need industry and academia performers. It is absolutely essential to bring together triad. But we need to bring together that triad of performers to understand what they can do. I will show you how we continuously bring in 20 annually of nontraditional performers. To me a nontraditional performers has not done work with me before, me in o and r. Next slide. Not just the United States. Were in 620 countries around the world. We have a global echelon command headquartered in london with Office Locations in consulates and u. S. Embassies. Not brick and mortar of o r logos. Prague, tokyo, singapore, santiago. Those mission to go in country and surrounding countries to be the s t diplomacy for the United States navy and they do a great job. We Exchange Basic research predominantly and look for technological commonalty but to try to minimize technological surprise on the global stage. Next slide. Next slide. No bucks, no buck rogers. Blue line, rdte budget, department of navy. 15 to 17 billion an allly. 2 billion goes to the s t, that is the red line. Across the Sister Services were all about 2 billion investment. Whats the takeaway . The takeaway were combined in commonalty across services not to duplicate. That is something been very effective at the os. Did level with our assistant secretary of defense of research and engineering, mr. Welby and communities of interest to minimize duplication, maximize leverage, once again building that 2 billion, getting roi up into the 5 and 6x. Very important. Back to my venture capitalist analogy. We need to be looking at and i have championed appropriate top line increases but everybody comes asking for top line increases. Its important to go on record that we have shovelready scientific projects that could easily expand those boxes and bring additional solution space for our war fighter. Next slide. Okay. That is sort of the business of science. What are we doing . We have an incredible depth and breadth of projects n those four boxes you saw, about 7,000, 7 to 8,000 projects in the redbox, in industry, academia and governor labs. The other box between 3 and 400. Somewhere in the neighborhood of about 11,000 projects going at any one time across that performer network, measured roughly in about 20 to 30,000 human beings doing basic and applied advance research. What is important we have a mechanism to track that and to measure that. Win of the things that was interesting, taking in this position, we measured a lot of things but we really didnt have any metrics. Understanding what is good or whats not good. For example, we transitioned 222 technologies out of s t to our war fighter and to programs of effort in fy15. 222. Is that 200 too many, 200 too less . Right . Thats a good number. It chips away at myth called valley of death. Nothing ever transitions out of s t. If that were true we would be rowing in wooden boats and wearing life preservers. Something transitions. Weve gone from sail to steam to nuclear propulsion. To flint, gunpowder to laser cannons. The things transition. The question how do we articulate that and how do we insure were transitioning the most relevant technologies to meet war fighter capability gaps and mission sets they need to execute. This is quick pictorial how at office of Naval Research we do intersections geographical d