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The best way to achieve change is to mandate funds that can only be spent using these authorities. VC firms will fund start-ups or early-stage companies that offer technologies with innovative national security applications.

VC firms invest in these companies in exchange for equity, which means taking an ownership stake in the company. This comes with some risk: a VC equity investment is basically a bet on a company and its technology. This acceptance of risk drives innovation in the United States.

Federal innovator organizations should be allowed to invest and own equity in start-ups to better partner with private sector investors and entrepreneurs. Congress and the DOD have begun to allow for some equity acquisitions, but only on a small scale. NSIC and related efforts are best seen as proof-of-concept initiatives which show that the United States could benefit if it increased funding for nontraditional agencies as well as their ability to obtain equity.

One possible expansion of an equity-acquiring approach would be to either create more organizations like In-Q-Tel or give existing organizations authorities similar to In-Q-Tel. In-Q-Tel is unique, like a VC firm. In-Q-Tel is government funded but privately operated without direction from its sponsor. It can invest in and hold equity positions, retain the title to innovations, and share in revenues in the start-ups it supports in ways that DOD innovators cannot.

This makes it easier to work with start-up firms and with VC firms. This recommendation can make some uncomfortable, but greater independence in operations and the authorities allowing nontraditional organizations to act more like VCs would help compensate for risk aversion.

Streamlining compliance processes is crucial for innovation. The FAR, for example, has more than 2, pages of rules, and some estimates put it at over 4, pages. The companies that succeed in this environment are often those that are best at managing complex acquisition paperwork.

There are fears that simplifying investment processes for acquiring innovations could weaken oversight. This assumes however, that the current level of oversight and compliance which represents an accretion of rules over decades is necessary. The experience of the nontraditional entities shows that a more minimal approach to oversight is sufficient rather than excessive. Speed and agility are among the defining characteristics of private sector innovation and should be the benchmark for national security community efforts.

Concerns about oversight should not become an obstacle to gaining access to a vendor base many times larger than the traditional base used today.

In-Q-Tel may not be the perfect model, but it provides useful lessons. The goal of the legislation should be to duplicate how private sector investment and acquisitions of innovation work. Any potential new legislation should emphasize the principles of speed, funding, and flexibility:.

The recommendations of this report are to increase funding from nontraditional innovation, create alternative organizations focused on nontraditional innovation, and either ensure that they can make full use of existing authorities or provide new authorities that enable them to act more like VCs. The first is the degree to which funding for nontraditional innovations could be made mandatory, perhaps by having Congress set a numeric threshold.

This would be unusual but may be necessary given the reticence to fund new approaches to acquiring innovation. Congress might also consider requiring greater use of FAR Part 12 authorities for acquisitions of products and services that are already available.

In theory, the government is not supposed to make its own products when a commercial alternative is available, but this is not always observed in practice. The increasing number of nontraditional organizations for tech acquisitions does limit the ability to coordinate except in an ad hoc fashion , but since most nontraditional organizations are created by and dedicated to one of the services and focused on their needs, this problem may be smaller than it appears.

Consolidation of the few agency-wide programs, such as SBIR, could increase efficiency and return on investment. A second issue is organizational: Should the United States seek to consolidate the many nontraditional organizations under a single entity? There are still gaps between nontraditional innovation organizations and program offices.

Remedying this will require training to understand the business model of innovation. A greater degree of centralization could provide greater direction and might help remedy this.

However, given the close relations of the nontraditional organizations to specific services e. Innovation can be hard to measure. In this case, there are simple metrics for success in linking the national innovation system to national security, such as measuring how much funding has gone to nontraditional vendors and how many projects have successfully transitioned to production contracts. The benefit of these two metrics is that they are numeric, uncomplicated, and accurate.

The imperative for change should be clear. The United States is in an era of competition with powerful authoritarian states that intend to reorder the world to better suit their interests and values.

The wars in the Middle East sapped resources and attention; China has accelerated its efforts to gain technological leadership; and commercial technologies increasingly provide military advances. New commercial technologies will provide dominance in future wars, and while the United States is well placed in the innovation race, maintaining its technological advantage in national security will require new approaches to capturing commercial innovation.

The need to change funding, culture, processes, and authorities all leads back to Capitol Hill. While most in Congress are supportive of accelerating innovation in the United States and increasing funding, the main obstacle when it comes to the national security community is the accumulation of oversight processes designed for major weapons programs. Streamlining will not occur naturally—it requires congressional direction.

How the United States creates innovative technologies has changed, and Congress can use its authorizing and appropriations responsibilities to ensure that the national security community changes with it. A mix of new funding priorities, mandates that emphasize acquiring commercial technology, and supportive authorities for nontraditional organization can move the country along the path identified years ago to harness the powerful U.

This report is produced by the Center for Strategic and International Studies CSIS , a private, tax-exempt institution focusing on international public policy issues. Its research is nonpartisan and nonproprietary. CSIS does not take specific policy positions. Accordingly, all views, positions, and conclusions expressed in this publication should be understood to be solely those of the author s.

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