With senator barbara of maryland. And tributes and speeches from Vice President joe biden. Then at 8 00 p. M. , christmas at the white house. Join First Lady Michelle Obama as she receives the official White House Christmas tree. Tour the white house and see this years decorations. Make christmas crafting projects with children of military families visiting the white house, and, finally, the tree lightening ceremony on the national lawn. At 8 40 p. M. , hear from former House Speaker john boehner on the trump president si and his time in the congress. At 9 40 p. M. Attend the portrait unveiling of harry reid. Speakers include hillary clinton, Vice President joe biden, and charles schumer. On sunday, at 12 30 p. M. Eastern, well hear from retiring member of Congress Representative Charles Rangel of new york. At 2 10 00 p. M. From the shakespeare theater on capitol hill, we take you to romeo and juliet wrongful death . Mock trial. At 6 30 p. M. A look at the career of Vice President elect mike pence. Watch on cspan and cspan. Org and listen on the free cspan radio app. Defense secretary Ashton Carter on the future of Defense Innovation and defense organizations, organizational structure, and military personnel. I can give you a 30 minute introduction or 30 second introduction. Hes not going to take questions from the floor but i have questions on your behalf. If i dont cover them, yell at me later. With your warm applause, we welcome secretary of defense ash carter. Thanks. I want to thank csis for hosting this important conference and commend deputy secretary of defense. In their leadership and hard work. I want to speak about innovation in all the dimensions. Theres no other military that is stronger, more experienced, innovative. Thats where our military edge is second to none. Its a fact every american ought to be proud of. But its also a fact that our militarys excellence isnt a birthright. Its not guaranteed. We cant take it for granted in the 21st century. We have to earn it. Again and again. Right now its imperative we do so. We live in a relentlessly changing and fiercely competitive world. Theres the faster pace of change which sets up a fierce competition between the present and the future. Competition with other nations, not only with us but also with each other. And competition with terrorists and other malefactors for whom we are the game to beat if they can, even if only at one place and one time. Technology is one example of such change and competition that many of us have long been familiar with. When i began my own career in physics decades ago, most technology of consequence originated in america. And much of that was sponsored by government, especially the department of defense. Today, were still major sponsors. But much more technology is commercial. The Technology Base is global. And other countries have been trying to catch up with the breakthroughs that for the last several decades made our military more advanced than any other. And much of the frontier innovation is commercial, leading to additional sources of competitive dynamism outside our five walls. Against this background, your defense didnt is confronting a World Security environment thats also dramatically different from the last generation. And even the generation before that. Indeed, the u. S. Military is at this moment addressing five major, unique, rapidly evolving challenges. Were countering the prospect of russian aggression and coercion, especially in europe. Were managing historic change in the asiapacific, the single most consequential region for americas future. Were continuing to address middle eastern nuclear developments. Were focusing on protecting our friends and allies in the middle east. Were accelerating the certain and lasting defeat of isil, destroying it and its parent tumor in iraq and syria and everywhere else it metastasizes around the world, even as we help protect our homeland and our people. And at the same time as all of this, were preparing to content with an uncertain future, ensuring that we continue to be ready for challenges we may not anticipate today. We dont have the luxury of choosing between these challenges. We have to do them all. And as the world changes and complexity increases, well have to change too. How to invest, how we fight, how we operate as an organization, and how we attract and nourish talent. As we do, we have to be able to move fast, because the advantages we expect to derive from each innovative cycle today will not last as long as they used to. All the commercial and Global Change thats occurred across the Technology Landscape has made repeated and rapid cycles necessary, and made high end tech a lot more accessible to competitors. Think about it. While the cold war arms race was characterized by the inexorable improvement in strength, there are additional variables of speed and agility, such that leading the race depends who can outinnovate faster than everyone else and even change the game. In the area of investment, its no longer a matter of what we buy. Now more than ever it matters how we buy things, how quickly we buy things, whom we buy them from and how rapidly and creatively we can adapt them and use them in different, innovative ways, all this to stay ahead of future threats and future enemies technologically. Thats why ive been so intent as secretary of defense not only to plant the seeds for a number of different technologies that we think will be determinative in giving us a war fighting advantage in the future, more on those in a moment, but also to be more innovative and agile in all aspects of dod, in our operations, in our organization, and in the Talent Management of our allvolunteer forces. In each of these four areas, i along with the chairman and vice chairman of the joint chiefs, the service chiefs, all our excellent Combatant Commanders and the Defense Department civilian leadership have had a lot of help. Weve had help from washington think tanks like csis, from our defense labs and industry partners, and also from many innovative americans who understand the innovation imperative and who arent in our community now, but understand the need for our mission of National Security and want to help. And all of us have been pushing the pentagon to think outside our fivesided box and invest aggressively in innovation. And i want to focus on that in the rest of my remarks, the clear strategic imperative we have to innovate in each area, how we have been innovating so far and how we need to innovate going forward. Given the topic of this particular conference, ill stark with technology. The strategic imperative to innovate technologically is wellknown, to those who have been paying attention, many of you here at csis. Nations like russia and china are trying to close the Technology Gap with the United States. And as i noted, high end military technology is diffused, sometimes becoming available to countries like north korea and iran, as well as nonstate actors. At the same time, our own reliance on satellites and the internet has grown, creating vulnerabilities that our adversaries are eager to exploit. To stay ahead of these threats and stay the best, were pushing the envelope with research and development in areas like biotech, electronic warfare, robotics, artificial intelligence, Machine Learning, and much, much more. And ill repeat yet again, since it keeps coming up, that when it comes to using autonomy in our Weapons Systems, we will always have a human being in decisionmaking about the use of force. Now, were making some serious investments here. Just to remind you, the latest budget weve proposed, a budget i strongly encourage congress to pass when they return to washington next month, will invest 72 billion in research and development in the next year alone. Thats more than double what apple, intel, and google spent last year combined. This budget marked a strategic turning point for the department of defense. The third offset strategy driving a wide range of new, innovative technological investments in order to advance and sharpen our military edge. Were making these investments because we arent yet exactly certain what or where this area of offset is going to come from. It could be one area of technology or several. Remember, previous offset strategies were generational successes. Reflections of the security environments of their eras, and only recognized as such after the fact. Today speed and agility are key. And because of the world we live in, the next offset will not look like the previous ones. It may not even end up what we might consider a traditional offset strategy at all. Thats where were seeding these investments in lots of different technologies, so we can see which they germinate, how they can produce, and how to use them most effectively. In addition to these critical investments, its important to note how dod is innovating technologically how were innovating technologically, by developing technology from within, bringing in technology from without, and repurposing technologies and capabilities we already have, because different entities are focused on each. Within the Defense Department, we have dozens of dod labs and Engineering Centers across the country, each one home to great technologically innovators, both civilian and military, who work closely with very innovative Defense Industry thats long supported us and kept us on the cutting edge. And theyre continuing to do so today across a wide range of critical technologies. For example, our navy labs are developing and prototyping undersea drones in multiple sizes with diverse payloads, which is important, since among other reasons, unmanned undersea vehicles can operate in shallow waters where manned submarines cannot. Also our army labs are working on gunbased missiles defenses which can help defeat incoming missile raids at much more cost per round than intercepters, imposing higher cost on the attacker. In our air force labs, were developing hardware, software, and systems inspired by the working mechanisms of the human brain, which offers the prospect of overcoming limitations of current computer architectures and enabling superiority in air, space, and cyber space. As i said, americas innovative Defense Industry is a key partner in this. Because remember, we dont build anything in the pentagon. Thats not the american way. The soviet union tried that, and it didnt work out very well for them. Today, with more technological innovation happening in the commercial sector, we need to be able to identify and do business with companies outside our traditional defense orbit as well as those within, and welcome them into our Defense Technology community. Thats why last year i created our Defense Innovation unit experimental or diux, to help build bridges and startups and other commercial Technology Firms located in Innovation Ecosystems across the United States and help us more quickly adopt technologies that can help our troops accomplish their missions. Diux opened its doors last august with a west coast office in silicon valley. And since then, we iterated and launched diux 2. 0 in may and opened a diux east coast office in boston and established an outpost in austin, texas. One important area where diux recently solicited proposals was in microsatellites and advanced analytics. Leveraging the revolution in commercial space and Machine Learning to transform how we use spacebased tools and advanced Data Processing to provide critical Situational Awareness to forces around the world, and also have added resilience, by the way, to our National Space architecture. Meanwhile, under the guidance of the Strategic Capabilities Office or s. C. O. W. , were changing and adapting how we use platforms and technologies already in our inventory, giving them new roles and gamechanging capabilities to confound potential opponents. As some of you know, i created s. C. O. W. In 2012 when i was deputy secretary of defense. Putting will roper, by the way, in charge of it. I lifted the veil on several of its projects that were investing in, such as the arsenal plane, the new antiship capability for the sm6 missile, and swarming drones on the sea and in the air. In fact this technology took a large step forward just this week. Youll be hearing more about that in the months to come. A prominent theme of s. C. O. W. s work is spearheading creative and unexpected new ways to use our existing missiles and advanced munitions across varied domains. One example i want to highlight, something that we havent talked about publicly before today, is s. C. O. W. s project to develop a crossdomain capability for the Army Tactical Missile System. By integrating an existing seeker onto the front of the missile, theyre enabling it to hit moving targets both at sea as well as on land. With this capability, what was previously an army surface to surface Missile System can project power from coastal patients up to 300 kilometers into the maritime domain. Going forward, as these and other investments yield new Weapons Systems and war fighting capabilities in the coming years, some of them much sooner than you might think, theyll need to be demonstrated so theyre effective in deterring future conflict. It will be important to ensure theyre allowed to run their course. We have to protect the most promising and integrate those concepts and ideas into our programs, rather than let them be uprooted because because theyre new, which is always a tendency in tight budgets. Of course, how we use technology is just as important as the tech itself, if not more, which is why were also investing aggressively in operational innovation. Our plans and operations must account not only for the evolving challenges we face from our competitors but also the opportunities afforded by new capabilities as they come online. So technological and operational innovation must go hand in glove. Here the tragic imperative is rooted in the fact that while we spent the last 15 years innovating expertly, and im very proud of it, in how we kill terrorists and counterinsurgencies, we did so to some extent at the expense of our expertise in full spectrum war fighting. Other nations have gotten good at that over the years. And in some cases theyve been devising new methods to try to counter our advantages and preempt us from being able to respond, not just by developing high tech weapons, but also by crafting operational approaches such as hybrid warfare techniques. For these reasons weve been reinvigorating our training across the services to return to full spectrum readiness. And weve been rethinking how we operate to find new advantages against potential adversaries, including by changing and adapting how we fight with friends and allies. For example, in europe weve been working with our nato allies to adapt and write a new playbook for a strong and balanced strategic approach to russia, one that takes the lessons of history and leverages our alliances strengths and new networked ways to counter our challenges in cyber and new hybrid warfare, to integrate conventional and nuclear deterrents, and to adjust our posture and presence so we can be more agile and responsive. In the asiapacific, weve been modernizing our alliances, strengthening partnerships and helping to build a principled and inclusive Regional Security network. This rubber meets the road in how were revising our actual plans for potential operations themselves. Were always updating our plans and developing new operational concepts to account for any changes in potential adversary threats and capabilities. But weve also updated our core contingency plans to make sure they apply innovation to our operational approaches, including ways to overcome emerging threats such as cyber attacks, any satellite weapons and any access area denial systems. And at the same time we innovate in our plans to counter these conventional threats, were also ensuring that with respect to potential confrontations with nuclear powers, we continue to sustain Americas Nuclear deterrent as we recapitalize our Nuclear Triad and infrastructure. Overall, were building in modularity that gives our chain of commands senior decisionmakers a greater varieties of choices. We make sure planners take into account how to prevail if they have to execute their plan at the same time another contingency is taking place so they dont fall into the trap of presuming the one theyre planning for would be the only thing we would be doing in the world at that time. Were injecting agility and flexibility into our processes because the world, its challenges, and our potential opponents are not monolithic. We have to be dynamic to stay ahead of them. And were prioritizing transregional and transfunctional integration in our plans, which is imperative to make sure the conflict doesnt segment anymore. The challenges we face today are less likely than before to confine themselves to neat regional our functional boundaries. This is one of the goldwaternichols reforms i suggested. It would be coordinated by our chairman of the joint chief of staff, who were fortunate to have in this job. Recommending him to president obama was one of the best decisions i made as secretary of defense. The result of this is that weve revised all of our war plans to ensure that we have the agility to win the wars of today and in the future. I cant say more, and if any audience can appreciate why, a csis audience can, ill tell you why im proud of this evolving family of plans. Innovation and technology and operations are necessary for us. But theyre not sufficient. Because at the pace todays world demands, we can only succeed in these by being an Agile Organization that nurtures innovation in all its forms. So were also investing in innovative organizational structures and practices. The strategic imperative here is that dod must be an organization that better fosters innovative thinking and ideas that can help us stay ahead of our competitors. The Defense Department is one of the largest organizations in the world. And as many of you know well, we can be pretty bureaucratic and slow moving. Its easy to default to the status quo of continuing to do things the same way weve always done them. But we cant afford that in todays security environment. We need to be a place where thinking differently is welcomed and fostered. Not where good ideas go to die just because they happen to be new. Over the last few years ive created a number of entities to signify and drive the defense digital service. I most recently created the Defense Innovation board to advise me and future leadership on how we can keep growing more competitive. As you know, the Defense Innovation board is one of several Advisory Boards that report to me, each with a distinctive mission and membership chosen for a distinctive kind of expertise. The defense Science Board of which i was long a member is comprised of scientists and technologies with deep expertise in Weapons Systems and defense r d. The defense policy board on which i also served and which by the way were grateful that john chairs, has a membership with exceptional foreign and defense policy making experience. The defense business board, to name another, has members who understand dods vast Business Enterprise and practices. Defense innovation board has a different membership and a different role. Its members were chosen for their record of innovation outside the Defense Department. And for their ability to suggest innovative approaches that have worked in their leadership experience and that might be applicable to us. The innovation board is chaired by google alphabets eric schmidt, and its membership represents a crosssection of americas most innovative industries, organizations, and people, people like amazons jeff bezos, linkedins reed hoffman, code for americas jennifer palkam, mike mcquaid from united technologies, and retired admiral bill macraven, now chancellor of the university of texas. Ive charged them to help keep dod imbued with the culture of innovation. The people in our defense enterprise were willing to try new things, fail fast, and innovate, and to make sure were always doing everything we can to stay ahead of our competitors. At the outset i gave them the very specific task of identifying Innovative Private sector practices that might be of use to us in dod. Along the lines of our hack the pentagon pilot program, which invited hackers to help us find vulnerabilities in our networks and report them to us, similar to the bug bounties that several of americas Major Companies already routinely conduct, while this approach to crowdsourcing super security is fairly widespread in the private sector, our use of it in the pentagon was the first time in the entire federal government. And it was so successful, were now expanding it to other parts of dod. This is the perfect example of the kind of recommendations i am looking for from the innovation board, things that are out there and that might be useful to us. Now, of course not everything the private sector will make sense for us, because were always mindful that the military is not a company. Its dedicated to the profession of arms. For important reasons, were not always going to be able to do everything the same way others do. That doesnt mean we cant look at ourselves in the mirror and look around the country for new ideas and lessons we can learn, ways we can operate more effectively. The Defense Innovation board held its first Public Meeting earlier this month and made some preliminary recommendations to me and the public about some innovative practices that might make sense for us to adopt. Today i want to tell you about several i have decided were going to do. First were going to increase our focus on recruiting talented Computer Science and Software Engineers in our force, both military and civilian, through targeted recruiting initiatives ranging from our reserve officer training score to our civilian scholarship for Service Program. Its intended to help build the next generation of dod science and technology leaders. All with a goal of making Computer Science a core competency of the department. Second, well invest more broadly in Machine Learning, through targeted challenges and prize competitions, and not through a new brick and mortar institution but rather through a Virtual Center of excellence model that establishes stretch goals and incentivizes academic and private sectors to achieve them. Since this is an area where academy and commercial Technology Companies have made strides, ive asked duix to pilot this approach by sponsoring an initial prize challenge focused on Computer Vision and Machine Learning. And third, were going to create a dod chief innovation officer who will act as a Senior Adviser to the secretary of defense and will serve as a spearhead for innovation activities, including but not limited to those suggested by the Defense Innovation board such as Building Software platforms and Human Networks to enable workforce innovation across dod at scale, sponsoring innovation contests and tournaments, and providing training and education that promotes new ideas and approaches to collaboration, creative and critical thinking. Many different organizations have recently embraced this position, and also started to regularly run these kind of innovation tournaments and competitions, including Tech Companies like ibm, intel, and google. Its time we did as well, to help incentivize our people to come up with innovative ideas and approaches and be recognized for them. Going forward, im confident the logic behind everything im talking about today will be selfevident to future defense leadership, as will the value of these efforts. But they also need to have the momentum and Institutional Foundation to keep going under their own steam and to continue to thrive. Which brings me to my, you know, last point in terms of, i think what we have seen, with all the International Multinational and what it means moving into the future. As new techniques and technologies and Talent Management such as the kind of advanced Data Analytics that underpin Companies Like linkedin, but there are also challenges that we face in terms of the limitations of our Current Technology in the Human Resources area. And as generations and labor markets change, even so so even as our force today is outstanding, we must ensure that we continue to attract and retain the most talented young men and women that america has to offer in future generations of defense. And thats why weve been taking step after step to build what i call the force of the future. Ive announced four different links so far to the force of the future. The first focused on building and increasing onramps and offramps for technical talent to know in both directions. This will let more of americas brightest minds contribute to our mission of National Defense even if only for a time or for a project. And it will also allow more of dod and the Defense Industrys of military and technologists to engage in new ways with our countrys larger innovative ecosystem, especially the parts that have hesitations about working with defense. Next, the force of the futures second link focused on increasing retention through our ranks through increased support to our military families. Its often said when you recruit a Service Member you retain a family. After all its no secret that military life is difficult and can be especially tough on our military families. And let me remind you that our force is largely a married one with 70 of our officers and 50 of enlisted who are married. And we cant change the fundamentals of military service, but we can make some changes to make life easier for our married people and increase the possibility that theyll want to stay at that critical moment when theyre trying to reconcile military life and family life. Thats why we expanded maternity and paternity leave, why we extended child care hours on bases, and while were giving more families the possibility of geographic possibility in return for Additional Service commitments. After that, the third link to the force of the future focused on how we can make some common sense improvements to military Talent Management, particularly for our officer corps. In some cases our Current System proves to rigid. It can limit the ability of our services to achieve the right force mix they need, especially at a time when were speaking to promote a wider range of experience, perspective, and training to strengthen the overall effectiveness of the force. Thats why we want to give the military services the authority to do things like expand lateral entry for more specialties and adjust lineal numbers based on superior performance. And most recently link number four to the force of the future this is not only about our military, but also about our civilian workforce. When people talk about dod civilians, youre talking about over 700,000 talented americas serving across the country and around the world. More than 85 of them live outside of the d. C. Area. They fix aircraft. They operate shipyards and ranges and more. They do critical jobs, and without them, dod wouldnt function. The goal here is the same as with our military personnel. To make sure our civilian workforce is just as great as the one we have today. By creating a new twoway civilian Talent Exchange program with the private sector, by expanding our scholarship for Service Program in mathematics fields and more. Also in addition to each of these links, over the last year we opened up all combat positions to women and lifted dods ban on transgender Service Members so that we can now draw on 100 of americas population for our all volunteer force, focusing purely on a persons willingness and ability to serve our country and contribute to our mission and giving everyone the full and equal opportunity to do so. Going forward, there will still much more work to do and youll soon be hearing from me more about the force of the future, but these links span the spectrum of our opportunities, our challenges, and the lifetime member of our all volunteer force, recruitment, retention, development, transition, and also our valuable civilian workforce. And for the first time in a long time, dods personnel and Readiness Office has a real proactive agenda, a concrete action plan to guide its efforts so theyre doing more than just being reactive belatedly to issues that crop up. And based on support for these efforts that im seeing in the military services and across our department, im confident that the implementation of all these initiatives will continue moving forward and ensure that the force of the future is as great as the force of today. Ive described today a lot of ways the department of defense is changing and will continue to change in the future, but i want to close by reminding all of you, all of dod, and all of america that as we sit here this morning our countrys strengths are undeniable. We have the best people. But theres much more than that. Our economy is growing. We have worldclass schools and universities. We uphold the right values, which is one reason why we have an unrivalled network of friends and allies. Meanwhile the operational experience of our force hard earned is second to none. And we have the greatest innovative culture on the planet. And weve brought that innovative culture to bear in service of others, that is to defend our country and help make a better world for our children. Its long been americas hope and military secret and we remain dedicated to doing so and it can be so. We have a legacy of innovating, but that in and of itself is not enough. Thats why were moving aggressively toward a more innovative future, why everything ive talked about today is intended to ensure exactly that. Going forward, our success will depend on whether we can keep it up. Like its predecessors the next wave of innovation will be a generational success. Thats only the beginning. We probably dont even know yet the names of the people who will make it a reality. Instead it will be the generation that comes after. It will be Junior Officers and dod civilians fresh out of graduate school. Some of them here today perhaps who decide to spend a year outside of the department at google or somewhere else, work with an expert in data science or engineering. Then choose to do a tour of duty in the digital defense service. It will be the enlisted soldiers who come up with new operational concepts for overcoming potential adversaries using the advanced technologies that may not even exist yet or defeat a terrorist group that we havent heard of. Theyre the ones. Theyre the ones who will end up reinventing and change anew how we will determine, fight, and win wars in the future. Our job is to give them the foundation, the right kind of pentagon to help them succeed, one thats more agile and more innovative than ever before. As long as we do, they will ensure like those who came before them that our military remains the finest fighting force the world has ever known. Thank you. [ applause ] thank you. Thank you. Wont you grab a seat . First of all, my apologies. A lot of you have been standing for almost two hours, so well get this done with quick. The secretary has to leave. But those of you have been staying, youll get to the coffee first. Secretary, thank you. Thank you for your remarkable service. This has been a very challenging time, and were so lucky to have you there. We have very little time, but let me ask first i remember after 9 11 companies all over america came to town. We want to help. Well do anything. How can we help . Many of them left pretty disappointed. Why have we failed as a government to bring on board interesting ideas from the private sector . Well, its a good question, and the answer is to many of them we seem slow. We seem ponderous. We seem bureaucratic. Thats not as true as it seems to them, but the reality is we have to reach their way. This has to be a twoway thats why im so intent upon this outreach to technology industry. Snowden made it worse, and so we have to build a relationship, build a familiarity, build with trust. A lot of these people have no experience with us, john. They didnt serve. Nobody in their family served. Theres no uncle, father, coach, mom, guidance counselor, no one in their lives who told them about the feeling that it gives you to be part of the noblest mission a young person can devote themselves to. And these people want to make a difference. Theyre innovative and theyre talented. They want to make a difference. And when they can match our mission to that personal aspiration of theirs, thats where the magic is made. When i started my own life, i was a physcist. I found that i actually could make a contribution because there i was in a room i happened to know what i knew. I didnt know about defense as a whole, but i knew what i knew. I could see without that piece the right decision wouldnt have been made or the program wouldnt have moved forward. Secondly, i had the great thrill going home every night knowing had been part of something bigger than myself and making this small part of this majestic mission. Taking those two things, you can make a difference and it is a huge thing to make a difference in, thats magic for any young person. The more americans we can get to feel that magic that dont have it in their personal background, the better. That allows us to tap into all this. We need to reach their way. When ceos come to town and meet with you, obviously theres a Mutual Respect and a desire to have impact and a real commitment, but then they bump up against the acquisition system, they bump up against the bureaucracy. They do indeed. How do we get at that problem . Because it seems to me were making people work with us on our terms. No, thats exactly right. Weve got to work systematically to lower those barriers to entry so that the people who win business arent only the people to help play the game. Theyre the best people, and thats on us. It is the taxpayers money. Well never make decisions quite like people who are spending their own money or company money. It is the taxpayers money and the taxpayer expects everything to be done to their standards and they deserve that. At the same time, thats not an excuse for doing everything in this ponderous kind of way. So i have to give it to our leadership here. We have worked very systematically looking at our problems, repetitiveness of decision, volume of paperwork, willingness to take risk, all these things that are fundamental to being innovative and finding ways that we can reduce that. The way you do that is you start out you know, for example, we have a new contracting vehicle that we have spearheaded through diux, which allows us to disperse rnd funds much more agilely in smaller amounts. Its possible. If you hide behind the legendary far thats not an excuse. Far in general has lots of workarounds in it and we can ask for more workarounds. Im asking our people be creative and i dont to hear from innovators they thought they could make magic and they ran into that. Thats one of the reasons im just driving on us and all of us are driving us to put our heads out of our fox hole and look around. How do other people do that . And theres a lot. If i might, weve had companies that are asked to design a product, use their own technology, then the government says were going to test that for two years. Then were going to take you data and compete it. This is the intellectual property. Yes. Youre right. People want protection for their intellectual property. What we want is not to own their intellectual property, but what we do want is to keep a competitive door open for the future. Of course, one of the ways you use intellectual property and i dont blame anybody for that is to lock yourself in as vendor. Thats not good for us in the long run. Were trying to balance our need to keep competition going wave after wave and the innovators right not to have stuff stolen and sold around. When i started out, i think we worked very good at it. Frank kendall has been working hard ever since. Bob helps him. And its doable. Its doable. They have the same problem when theyre selling to other people as well. Other people dont want to get locked in either. So the more you can have open systems where they can continue to keep the ip on the part that they plug in, but the system is open enough that others can plug their own ip in, we can have our cake and eat it too. It is just a matter of being smart about it. Im being mindful because your staff is saying theyre going to shoot me if i keep you much longer. You want to bring in talent from the private sector. I do too. I think it would be great. Yet, it is hard for us with our opm rules, our Civil Service rules, to bring in talent that can work for the government. What can we do here . I described today one of the things i did in the last few months and this is a key one. I didnt have time to spin it out, so let me answer your question by giving you this example and that is to do direct hiring off college campuses. You talk to kids and they say i wanted to try. I wanted to apply for a government job. I went to the website and applied. Final exam time came and nothing came back. My parents said you have to get a job. Dont come home. I took the job from somebody who could offer me a job, which wasnt as meaningful as the one i wanted from the Defense Department. I was six months into the job up pops an email from the government saying you can do a job interview. That doesnt work for a kid, todays kids especially because they dont want to live life where a career is an escalator where you get on the bottom stair and you wait and it takes you up to the top. They want a jungle gym where they can get higher by climbing around. And we need to be part of that. We need to recognize thats the way many people see their lives, so they need to be able to see us in that context. Opm to the contrary notwithstanding, we cant use that as an excuse. I mean, come on. Work around it. Where we need to change the law, i proposed a number of changes in the law, and i think our committees are receptive to change. Were trying to give them the right ideas so they can write them into law, but theres a lot we can do. You just dont take no for an answer, and you cant expect this kid to put up with it. We have to change the way its done. Were at the hour. I have to let the secretary go. I happen to know from talking to the deputy secretary he has to brief you for a meeting coming up. Things fall through the cracks. I think its up to all of us to sustain momentum on this innovation agenda. This is really the purpose of this conference. We cannot afford to let this agenda slack off. Secretary, i want to thank you for your leadership. Thank you. Thank you for the deputy secretarys leadership. Thanks csis. [ applause ] this weekend on American History tv on cspan3. Saturday afternoon just before 5 00 p. M. Eastern. Architecture historian bar ray lewis talks about the construction of the brooklyn bridge. Why manhattan needed the bridge and how transportation in the city change at to he 20th centu. All of the 1880s and 90s the city of brooklyn was next door that reached 1 million people. At 8 00 p. M. On lectures in history. And thats the real sort of interesting thing about Country Music is that its the music of poor white people. People who were privileged to be white. Ill talk about that in a second, but people who are under privileged in terms of their class identity and economic opportunities. The emerging definitions of whiteness and blackness in colonial america and how it impacted the origins of Country Music. Then sunday afternoon at 4 00 p. M. On reel america. A caution congress, budget cutbacks, and tangle of problems onhe
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