2022年的大主题之一是长期思考，其中包括acquisition strategies across the Valley of Death，供应链，网络安全，5G及以后，增材制造等。2022年的另一个主题是收缩太慢。

等一下。

那不是2021的主题吗？2020？2019年？2018？几乎每年都可以追溯到人类第一次互相咕unt脚的同意？似乎是这样。

One of the things we definitely learned about in 2020 and 2021, courtesy of大流行，供需，尤其是当我们从一个阶段滚动到另一个阶段时。

当我们试图将人身保护设备（PPE）与前线医疗个人匹配时，我看着轻度迷恋（有时是恐怖）。我在2020年3月中旬的温和娱乐中观看 - 启动 - 仅仅是因为我在2020年2月上旬在网上意外购买了60套式厕纸，而不是6卷套餐，就像杂货店在开始时努力满足需求的那样。人们知道他们不能没有的一件事。

大约六个星期后，我哀悼到处都是金发碧眼的失踪，因为染发剂的需求超过了供应，因为封闭的沙龙让位于自己动手（t2diy）。

I watched with pride as my wedding photographer daughter pivoted her business model successfully from mega weddings with all day festivities to micro weddings of ten or less in upscale venues.

I saw my favorite restaurant look ahead and realize they could not stay in business if people could not come in unless they changed their model and began making and delivering keto meals.

我看着企业家在艰难时期将挑战转向下一阶段，将下一阶段受到影响以及如何受到影响。他们像先知一样向前看，然后旋转，旋转，颠倒飞行以确保他们能够在发生之前满足需求。

但是只是因为他们向前看。仅仅因为他们想在迈出第一步之前就需要在需要的地方。

当然，并非每个人都能够展望或能够对此做任何事情，即使他们能预见到即将发生的事情，也是如此。有些人，例如我的两个长期亲密的朋友，没有生存，没有他们的世界变得暗淡。时间轴永远改变。

I’m a student of history and believe that the ramifications will be with us always, just as all major plagues have had long-term changes in society, economics, politics, and more. We were already seeing a shift in the food service industry, in telework, and in Acquisition (among others) before the pandemic, and there’s no going back to where we were. Even in our career field, it’s hard to say we can’t work from home successfully—when we have—or that we can’t turn a contract quickly—when we have. Plagues are quantum leaps in the timeline, and there are hard lessons but ones we can act on for a better future in Acquisition.

I love the idea ofinnovation hubs, a term that I tend to use when I want to lump together accelerators, incubators, and various organizations that the Government has launched to support tech transfer and encourage non-traditional defense contractors to collaborate with the Government. Few of these innovation hubs have Contracting authority—in other words, a Contracting Officer either hired specifically to award contracts based on the prototypes, studies, demos, and experiments with industry and academia. Some will “borrow” a Contracting Officer from a particular organization.

当计划经理（包括在创新中心工作或使用创新中心工作的人）对我来说，他们的购买办公室太慢了，我的第一个倾向是找出原因。有时候，是的，承包人员是泥泞的泥泞，他们不想做任何新事物和不同的事情。

Sometimes they are wildly passionate about what they do and you can see the sparkle in their eyes when they talk about using其他交易or some science fiction-like new technology, but they have to live with restrictions above their pay grade.

有时，这只是没有资源，特别是人工设备的问题。如果您熟悉这种表达，“殴打将持续到士气提高为止”，这就是与计划工作时间两倍的人的感受，并且仍然因太慢而受到批评。我上次与资源不足的购买办公室交谈是2013年的一个特殊情况，在此之前，我可能必须回到1990年代。

这是not unusual for personnel cuts to create despair, where those left behind are rewarded with even more work. It is also not unusual for a personnel cut on the technical side of the house to be softened by using咨询和援助服务（A＆AS）获得类似的技能。这是extremelyunusual for cuts to Contracting personnel to be ameliorated with contracted-out buyers, price analysts, and especially Contracting Officers. Although there is some disagreement over whether any Contracting activities may be contracted-out or if they are all inherent government functions, a Program Manager may replace his engineers with contracted-out engineers paid for with a separate pool of money, but the Contracting boss is stuck with trying to figure out how to do more with less until eventually they are trying to do everything with no one at all.

More mature innovation hubs and organizations have figured out the next step and why partnering with Contracting experts is so important, but some new, wannabe-innovation-hubs are missing it. Everybody wants to be a hub or have their own hub these days. The question for upcoming innovation hubs and various organizations devoted to tech transfer is this:

What about sustainment of what we’re creating? Or, more specifically, what Contracting offices and other functionals will be affected by our wild success?

这是sad to see a handful of devoted Contracting personnel who can’t keep up with their current workloads eyeing a tidal wave of new work coming their way—especially when they know all the forethought that went into resourcing the innovation hub that will be deemed more successful with more efforts that go to contract, and yet out of a couple dozen personnel to outfit a hub, the Contracting office can’t get a single plus-up. Sure, I want these wonderful producers of technology collaboration to be successful and to think about where those bright shiny prototypes will end up after the R&D or commercial contract is written.

But一开始几乎没有人想到的是在创新生命周期中为下一波浪潮提供资源。每个时间表中都有下一阶段，有些人称之为收购管道。该管道大约不仅仅是下一代技术，还要拥有正确的资源来处理下一阶段，然后才能陷入其中的中间。

Or you could think of it this way: when you know you’re going to award a contract for supplies or services, you do your market research and then craft your acquisition strategy for the immediate buy and hopefully do a little planning for the longer term strategy across死亡谷。为什么不使用相同的思考过程来设置您的新创新中心？Do your research, including talking to mature hubs and innovation organizations, then develop a strategy that includes how you resource the immediate activities and the next phase(s) in the pipeline.

提前考虑现在发生的事情。不要成为纸上推销员 - 还是管道合作伙伴。您不仅看起来像一个有远见的人，而且还将建立自己和组织的成功。

免责声明：这里表达的意见仅是作者的意见，并不代表Miter Corporation或其赞助商的立场。manbetx客户端首页