A Fortune 500 defense firm was looking to improve their potential to innovate. With our partner, VES personnel examined specific areas including engineering process improvement and culture that could be improved to drive higher levels of innovation and affordability. VES personnel identified competitive threats in some key areas and identified how those competitors are solving client pain points at reduced cost. As a result of the analysis, the firm moved forward with a follow on focused effort to improve processes and drive innovation.
VES personnel conducted a defense analysis effort for a client. The study included operational research and a review of technological options to solve a significant operational problem. As a result of the study, the client decided to move forward with one of the technological options VES proposed. Within one year the US government funded the development effort and an innovative program is moving forward.
A city in the Northeast was concerned about the impact of grid resiliency on their city. VES personnel, working with several partners including a national lab, developed a unique methodology to strengthen resiliency of key infrastructure and to enable the incorporation of renewable energy in that system. VES personnel developed a methodology which enables a transparent selection of an optimum “portfolio” of projects from a number of contenders. The result was a municipal plan which improved resiliency of key city assets while dramatically reducing the cost to the city and reducing environment impact. The city is proceeding with the plan.
A government entity was looking to improve the portfolio of energy saving projects selects for investment. VES personnel led the effort to develop a new methodology for weighing various attributes and selecting from a variety of potential investments. In conjunction with our partners, we tested this system including use of financial tools and processes not typically used by government agencies. VES personnel recommended switching $54 million in funding to different projects with a resulting estimated increase in savings of $670 million. The agency has employed this system for several years to aid in the selection of several hundred million in annual investment with substantially improved results.
The Defense Advanced Research Projects Agency (DARPA) is rejuvenating and expanding its interest in a number of key areas in the maritime domain including manned and unmanned surface and undersea systems, vehicles, robotics and supporting technologies. This renaissance includes developing new concepts and new approaches to unmanned undersea vehicle development. VES personnel lead an engineering team, which devised the development plan for an innovative undersea vehicle and is providing support and oversight of the development process including technical support, strategic planning, transition planning, acquisition support and risk management. Additionally, VES assisted DARPA leadership in developing an innovative new approach to solving a key maritime operational problem, aiding leadership in socializing the concept with key Navy decision makers. As a result of that engagement, DARPA is moving forward with crucial investments in the development of these concepts.
A Department of Defense organization was developing a new operational system. VES personnel provided program management and acquisition oversight and support to U.S. government leadership. The government customer had put together a development plan executed via a key program office. VES personnel expanded this initial touch-point to bring several other key stakeholders including several other program offices that had significant interest in the final product. VES personnel oversaw a modification to the development program to reduce several key development risk areas including those to the added stakeholders. While the development program is now more complex, the program has exhibited significant and timely success. Early testing was so successful, that the U.S. government significantly accelerated the decision to field the capability.
A client was looking to improve the product acquisition process and to accelerate “speed to market” of critical capabilities. In conjunction with our partners, VES personnel helped conceive and put in place an innovative process that brings seasoned equipment operators together with innovators to conceive new approaches to operational requirements. VES personnel recommended melding best practices from the commercial world or inspired by research from the Wharton School of Business along with best practices from government. After several years the process of this internal “venture capital effort” has been honed and refined, with significant investment (several hundred million dollars) executed or planned for investment. Initial results have been so successful that the organization’s annual budget has increased by 900%.
VES personnel have performed a wide range of health care analyses from both within and outside of government. In one case, a government entity was looking to improve the efficiency of health care service delivery by rationalizing the mix of providers by employment type. VES personnel led a series of analyses on the topic that included developing new methodologies for assessing delivery costs by employment type and showed substantial savings available from realignment of providers. The analyses recommended significant staffing changes and a legislative change to allow more flexibility for this type of rationalization in the future.