YouTube Transcript:
BuyAI - Module 1.3
Skip watching entire videos - get the full transcript, search for keywords, and copy with one click.
Share:
Video Transcript
Available languages:
View:
adopting new technology can sometimes be
a painful and slow process but in this
learning objective we will show you
methods to deliver AI in a way that is
faster less painful and much more
impactful to your agency's mission first
let's talk about agile Contracting so
agile has become a meaningless buzzword
in so many organizations but we are
taking it back and you will see the real
power of agile
Contracting a ility emphasizes
collaboration responsiveness and
continuous Improvement unlike
traditional procurement which is often
rigid and linear agile Contracting
adjusts and refines continuously during
a project agile fits the fast-paced
world of technology and AI where
requirements and solutions evolve
rapidly what that really means is doing
a far 15 contract
negotiation is a little getting ahead of
the game meaning I would be doing some
OTAs with maybe 6 months with maybe
six-month extensions until you start
seeing the same thing again and again
meaning oh it's the the software is
really not getting better you know over
the last six months or years that's not
been the case for the last two or three
years and what I really am concerned
about is that some prime convinces some
smart acquisition folks oh name of large
Prime here we really got thousands of
people working on this we really got it
Etc when that's I will guarantee you
that's not the case that you really
don't want a far1 15 contract right now
for most AI stuff if it's if there's
some very specific narrow things that
need to be
deployed maybe but again it' be like
dialing into the internet and building a
website in
1997 and and realizing you just wrote a
10-year contract it's obsolete by 1998
The Other Extreme is is well why don't
we wait it's going to get better in 6
months or a year or two years yes it's
like trying to decide when to buy the
right PC CU next year will be faster or
the next phone well of course next
year's will be faster but what do we
need now and how long is it going to
last in fact maybe that an analog is is
probably useful at least in the consumer
world we don't buy iPhones or Google
Android phones the last 15 years right
we buy them for our needs now knowing
that there's probably something in
another two or three years that we're
going to toss this one out or send it
back for for some refund and and get a
new one you know the dod traditionally
has a different mindset is things need
to have 30-year life cycles and mlpf and
you know whatever boy if we try to apply
those same principles right now to an
industry that's exponentially changing
we're going to lock ourselves into like
you know stuff that not only obsolete at
least for Stuff that Warf Fighters need
that will put us at a disadvantage we
need a mindset that says we're going to
need to refresh this stuff at least
every 18 months if not sooner boy that's
what kind of acquisition authorities do
we have for that that's what I'd be
thinking about if we're trying to use
the same ones that we're using for
buying windows or Macs then we're just
on the wrong path not until it
stabilizes and we're certainly not on a
stable course for AI and if you believe
that AI should be delivered in some sort
of dis and or some sort of uh iteration
of of version 1.0 and the government
then should drive what are the
requirements for version 2.0 and then
contract for that and then what are the
requirements for version
3.0 we will lose because our adversaries
are not going to wait for us to do that
in fact our adversaries have more access
to the technologists that are driving
startups all across America with this
new technology because our process is so
slow and painfully um uh linear most of
the reason actually has to do with the
resourcing process being so low so slow
and so
micromanaged when companies know that
they can approach uh congress with
requests for funding in a very narrow
account that has the name of their
program program on it the phase of their
program on it the office that can
contract for things using that money and
the compliance folks in fiscal law
inside our
agencies uh must adhere to those
guidelines and so I believe it creates a
a very very slow process by which we
create budgets over a couple of years we
get it to Congress Congress passes A
continuing resolution and is actually
happy about it as an achievement uh
while our adversaries are moving money
within 20 minutes inside of our own
markets uh talking to founders of
companies uh through intermediaries in
some cases so they can remain hidden uh
and then buying that technology buying
that company or stealing it and giving
it to Chinese companies and then locking
the United States out of the very
Innovation that our own Marketplace is
is is generating we have to find ways to
connect with industry on a much more
meaningful level and much faster than we
are the next important thing to
understand is how to make AI
stick people and organizations are often
resistant to new technology in this
graphic we see that there is a wide
Chasm where many projects go to die
between the early Market innovators and
the rest of the mainstream market the
bridge across that Chasm is concentrated
effort or organizations are juggling
numerous priorities and challenges
simultaneously adopting new technology
involves significant investment training
and risk management which can be
daunting amid other pressing concerns so
there are three main barriers to AI
adoption that we must overcome
fear inertia and
bureaucracy let's look at each of these
a little
closer fear apprehension about I can
stem from concerns about Job
displacement privacy breaches and ethical
ethical
implications there may be a fear of the
unknown or misconceptions about ai's
capabilities and
limitations addressing these fears
requires education transparency and
clear communication about the potential
benefits and risks of AI adoption as
well as strategies for mitigating any negative
negative
impacts inertia government agencies
struggle with entrenched processes
systems and cultures that resist change
adopting AI requires embracing new
technology workflows and ways of
thinking which upsets the status quo and
sometimes stir resistance overcoming
inertia requires strong leadership
organizational buyin and willingness to
challenge existing norms and
practices demonstrating the tangible
benefits of AI adoption such as
increased efficiency improve decision-
making and enhan Service delivery will
help and finally we have bureaucracy the
complex regulatory Frameworks and
bureaucratic structures of government
slow the adoption of new
technology procurement processes
compliance requirements and legal
constraints pose barriers to AI
Solutions cutting red tape requires
streamlining processes reducing
administrative burdens and fostering
collaboration Flex ible policies and
Regulatory Frameworks can accommodate
unique AI challenges and
opportunities one theme in overcoming
all of these barriers is building trust
end users must trust new AI technology
on two levels they must trust that the
new AI technology will function as
intended and as needed and two they must
trust that the AI will be used
responsibly we will cover this in much
detail in module 9 your expertise in
acquisition leadership and policy will
clear the way to successfully adopt and
integrate AI
Technologies so let's hear from a few
experts who have gone before you and how
they overcame resistance to AI adoption
uh the role in of procurement and
facilitating adoption um in particular
of AI and and kind of new technologies
is to create that safe space to
incentivize people to want to try it and
that means that there will be mistakes
things may not turn out the way that um
they would have expected they'll have a
hypothesis and it doesn't work then we
will not chastise people we not penalize
people we'll actually we're looking to
be able to reward them for looking at
new ways of doing business new ways of
using processes and I do have at Nasa a
team looking at all of those use cases
for how to more efficiently um make use
of the um the AI technology um I have
two or three use cases going on right
now and we've awarded a small contract
to a small business to be able to allow
us to demonstrate uh we believe these
pilot to these demonstrations through
what we call our NASA acquisition
Innovation Launchpad that's our uh
Innovation laboratory by demonstrating
those we're recording what we call
microlearning um you know what was the
actual process we were trying to Pilot
um what was our expected or intended
outcome it's kind of like scientific
method but for procurement processes and
then we share those Lessons Learned we
are sharing our failures meaning the
things that didn't work as well as the
things that did work so people can learn
from the things that didn't work as well
as those things that did work and then
in that way you're going to speed up
learning and when you speed up learning
you speed up the um will to adopt new
technologies so it's an overarching
community and a different way of
thinking um and that's what we're
pushing at Nasa so there's what I would
call these two steps first step is just
doing AI understanding what a single AI
project is for whatever purpose you're
trying to do medical Finance business
War fighting operations whatever just
building a technology an ai ai enabled
system an AI enabled capab that's sort
of Step One the most important step over
time is how the enduser actually uses
that capability and that may be a very
different operating concept which is put
it in the user's hands as fast as
possible in the form of a minimal viable
product because we in the Pentagon could
never pretend that we had the answers
how the users would end up using those
capabilities so giving it over to them
early and often and allowing them to
play around with it so this idea of
diffusion I think is is more critical
than most people give it credit for a
few people like Jeff ding write about
this that a technology that you just
when you build it that's step one and
the fact that the United States is doing
it and China's doing it we Mo we both
may get these Technologies but I think
what I'm most interested in is how do we
use those Technologies in new creative
and innovative ways that give us a
competitive advantage against our
adversaries and potential adversaries
that's the diffusion part of it and and
you mentioned electricity printing press
all of those when they first came out I
don't think anybody truly could say this
is going to transform Society they
didn't know right away but of course the
printing press completely changed
globally how people communicated with
each other electricity completely
changed the entire world so this point
about AI being a dual use enabling
technology I would also say a general
purpose technology it comes largely from
commercial technology companies that
were then adapting into the department
of defense or int into the intelligence
Community but that's still step one the
rest of this is all about how the user
takes these Technologies brings them
into their daily lives and you ask I
think what you're getting at is what's
the endgame we don't call it AI anymore
it's just another tool that everybody's
using and it's great it makes their life
better they're more effective they're
more efficient things are better but
they don't have to stay AI anymore it's
magic until all of a sudden it's just
another piece of software you know there
are lots of barriers about um AI
adoption for acquirers and and one is um
and I'm going to use this word not as a
perjorative but just as a fact of
ignorance of both leadership and the
acquisition professional what the heck
this stuff is you know do I buy it per
pound or do I buy it for feature or do I
buy it to for outcomes which maybe I
should actually be thinking about um
because it's new to everybody a you
shouldn't feel dumb but you don't have a
clue about like what is this and what's
the best Etc you know the best advice is
um is working with the Departments or
the mission centers that actually need
some outcomes
delivered and then it becomes a little
easier to start looking at what do I
want to acquire that matches the outcome
versus single out of vendors with shiny
objects and well gee my large language
model is bigger than this or I could do
X or Y or whatever you really want that
match between you know Warf fighter or
user needs and what is the value
proposition or what is the product or
service capable of doing and more
importantly is how rapidly is that
solution space changing and what type of
contract do I want to get the government
into um before I commit to a multi-year
purchase of something that as I said
might deliver features not wanted or
needed or Worse become obsolete or
superseded by something else much better
Click on any text or timestamp to jump to that moment in the video
Share:
Most transcripts ready in under 5 seconds
One-Click Copy125+ LanguagesSearch ContentJump to Timestamps
Paste YouTube URL
Enter any YouTube video link to get the full transcript
Transcript Extraction Form
Most transcripts ready in under 5 seconds
Get Our Chrome Extension
Get transcripts instantly without leaving YouTube. Install our Chrome extension for one-click access to any video's transcript directly on the watch page.
Works with YouTube, Coursera, Udemy and more educational platforms
Get Instant Transcripts: Just Edit the Domain in Your Address Bar!
YouTube
←
→
↻
https://www.youtube.com/watch?v=UF8uR6Z6KLc
YoutubeToText
←
→
↻
https://youtubetotext.net/watch?v=UF8uR6Z6KLc