Abstract
Special Operations Command has engaged a number of different strategies intended to improve the agility and performance of its technology acquisitions process. Among these efforts is its newly opened idea space known as SOFWERX. This article examines SOFWERX’s structure and function and argues that while SOFWERX exists as a traditional bureaucratic bypass for technology sourcing and development, its greater contribution to innovation will be in harnessing its knowledge returns on collision; the knowledge created and managed by that entity will be its most important asset. As such, proponents of the space would do well to establish metrics that measure collision as well as systems that can manage that knowledge.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
