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Open innovation (OI) models represent a new strategy inducing huge transformation for defense organizations such as air forces and their industry partners, particularly lead systems integrators. The shift from closed to OI models has become essential, but implies paradigmatic changes to be managed relating to the design and appraisal of complex military programs.

Dr. Valérie Merindol, Professor and Co-Director, newPIC Chair, Paris School of Business, France

The national defense strategy emphasizes the importance of skills like cyber security and drone piloting. Using a strategies-to-tasks approach helps translate high-level goals into practical plans, guiding resource allocation. Aligning strategy with mission roles requires careful planning, particularly with advanced technologies like hypersonics and AI. Overcoming cultural barriers and addressing workforce training are essential for successful transformation.

Dr. Sherrill Lingel, Program Director for Force Modernization and Employment, RAND Corporation, United States

Leadership styles are critical for empowering organizations toward change. Transformational leadership will be pivotal for the air force in unleashing the potential of its people to evolve to a new way of working. Advancing change and transforming people is, however, not a linear process, and grappling with the adaptive challenge requires more than simply focusing on technical problems.

Dr. Bryan Watters OBE, Associate Professor and Head, Centre for Defence Management and Leadership, Cranfield University & Defence Academy of the United Kingdom