Fellow:Matt Koch

2018-10-17T03:15:04Z

Kochmatt:

[[File:Matt Koch Professional Pic.PNG|thumb]]Matt Koch is a University Innovation Fellow and an undergraduate student studying Operations Research at the United States Air Force Academy. Koch is originally from Hastings, MN where he grew up playing hockey. Accepting an athletic scholarship to the Air Force Academy for hockey is the reason he chose to attend that particular school. There, he was exposed to the club Association for Innovation (A4I), which later introduced him to the University Innovation Fellows.

At the Air Force Academy, Matt is involved with many unique activities. He is the Chief Operating Officer (COO) of A4I, a captain of the nationally ranked Division I Hockey Team, and the president of the INFORMS Student Chapter to name a few. He takes his academics very seriously and strives for success in all aspects of life at a military institution. From the time he stepped on the grounds of the Air Force Academy he has found passion in attempting to progress the institution into an organization that promotes free thinking and movement.

= RELATED LINKS =

[[United States Air Force Academy|United States Air Force Academy]]

[[United States Air Force Academy Student Priorities|United States Air Force Academy Student Priorities]]

[[Yann_Wollman|Yann Wollman]]

[[Category:Student Contributors|Student_Contributors]]

Fellow:Yann Wollman

2018-10-17T03:14:17Z

Kochmatt:

Yann Wollman is a University Innovation Fellow and a Cadet Second Class (Junior) at the United States Air Force Academy. Cadet Wollman is an [[File:Yann Wollman Photo.jpg|thumb|Yann Wollman Photo.jpg]]Operations Research major with a French minor. He is the CEO of the Association for Innovation (A4I) and the Cadet Director of the Center of Innovation (COI).

In an effort to demonstrate the disruptive, innovative spirit, Cadet Wollman self-initiated “Operation Winter Scout”, an exploratory mission to evaluate the potential for collaboration opportunities between Silicon Valley tech corporations and USAFA. Laying the ground for strategic change, Cadet Wollman authored the “Innovation Vision” for Superintendent, Lt Gen Silveria; signed & approved, June 2018. In lieu of summer leave, Cadet Wollman spent time conducting research at Microsoft while simultaneously interning within the AFWERX community under the direction of Pentagon SAF/AQ. His work resulted in USAFA becoming an AFWERX “Spark Cell”.

Some of Cadet Wollman’s variegated interests include: the geopolitics of technology and its impact on the future of governance (think “policy”), strategic and managerial consulting, and venture capital and its impact on incubation and development. His long-term goal is to pursue a career that will bridge the chasm between newly developed technologies and the military with a specific emphasis as a “tech translator” responsible for horizon scanning and the leveraging of disruption.

= RELATED LINKS =

[[United_States_Air_Force_Academy|United States Air Force Academy]]

[[United_States_Air_Force_Academy_Student_Priorities|United States Air Force Academy Student Priorities]]

[[Matt_Koch|Matt Koch]]

Fellow:Yann Wollman

2018-10-17T03:12:58Z

Kochmatt:

Fellow:Yann Wollman

2018-10-17T03:12:32Z

Kochmatt: Created page with "Yann Wollman is a University Innovation Fellow and a Cadet Second Class (Junior) at the United States Air Force Academy. Cadet Wollman is an Operations Research major with a F..."

Yann Wollman is a University Innovation Fellow and a Cadet Second Class (Junior) at the United States Air Force Academy. Cadet Wollman is an Operations Research major with a French minor. He is the CEO of the Association for Innovation (A4I) and the Cadet Director of the Center of Innovation (COI).

In an effort to demonstrate the disruptive, innovative spirit, Cadet Wollman self-initiated “Operation Winter Scout”, an exploratory mission to evaluate the potential for collaboration opportunities between Silicon Valley tech corporations and USAFA. Laying the ground for strategic change, Cadet Wollman authored the “Innovation Vision” for Superintendent, Lt Gen Silveria; signed & approved, June 2018. In lieu of summer leave, Cadet Wollman spent time conducting research at Microsoft while simultaneously interning within the AFWERX community under the direction of Pentagon SAF/AQ. His work resulted in USAFA becoming an AFWERX “Spark Cell”.

Some of Cadet Wollman’s variegated interests include: the geopolitics of technology and its impact on the future of governance (think “policy”), strategic and managerial consulting, and venture capital and its impact on incubation and development. His long-term goal is to pursue a career that will bridge the chasm between newly developed technologies and the military with a specific emphasis as a “tech translator” responsible for horizon scanning and the leveraging of disruption.

[[File:Yann Wollman Photo.jpg|thumb]]

2018-10-16T02:56:36Z

Kochmatt:

School:United States Air Force Academy

2018-10-16T02:56:06Z

Kochmatt:

= [[File:Air Force Academy Logo.jpg|thumb]]STUDENT INNOVATION AND ENTREPRENEURSHIP =

All US Air Force Academy cadets have the opportunity to take a few sporadic classes about innovation and entrepreneurship, depending on their majors. However, regardless of major, all cadets are given the opportunity to take the Technological Innovation Management class, which gives the students the knowledge to develop ideas or products into businesses. Additionally, the Management department provides their students with brief concepts in regards to innovation and entrepreneurship. Lastly, students are exposed and given the opportunity to join the Association for Innovation (A4I), a fairly new club at school that offers avenues to encourage and facilitate innovation.

= FACULTY INNOVATION AND ENTREPRENEURSHIP =

Proctor and Gamble grants are given out to faculty members to incentive them to lead innovative projects. Aside from this opportunity, faculty are given the ability to participate with our Air Force Cyberworx lab and its associated projects as well as with AFWERX. From the Cadet perspective, however, the majority of our faculty are not involved with these innovative opportunities. Although the Air Force encourages innovation for all Airmen, our campus should start encouraging its faculty to innovate and think disruptively more often.

= UNIVERSITY TECHNOLOGY TRANSFER FUNCTION =

The Air Force Academy has a facility it calls Cyberworx, which is a space on campus where faculty, students, and other military personnel have the ability to combine experience with world-class technology in an effort to tackle problems the Air Force faces every day. This environment encourages design thinking so that Cadets and faculty can fail fast and often, in order to consequently succeed more quickly and frequently. Our Cyberworx facility has recently announced plans to expand into a new and improved building that will, to an even greater extent, promote disruptive and innovative thinking for our future Air Force leaders.

There also exists a Center for Innovation at the Air Force Academy. At this location, cadets can receive sponsorship and funding to perform innovative research projects over the summer. They can also utilize this resource to work on independent research project during the academic year.

= UNIVERSITY-INDUSTRY COLLABORATION =

Something fairly unique to the Air Force Academy is that all majors are exposed to industry through their capstone projects. Senior year cadets get the opportunity to work on real world projects with major companies to help solve their problems and issues. This allows students to see how private industry works and bring about innovative ways to the US Air Force.

= REGIONAL AND LOCAL ECONOMIC DEVELOPMENT EFFORTS =

<span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-variant-numeric: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">The sole engagement in regards to local economic development efforts is the QUAD Partnership, which is sponsored by A4I. The goal of QUAD is the collaboration between the four local universities to improve the greater Colorado Springs area. This particular opportunity is only given to a few cadets annually, in which they are selected from a committee.

= RELATED LINKS =

[[United States Air Force Academy Student Priorities|United States Air Force Academy Student Priorities]]

[[Category:Universities]]

School:United States Air Force Academy

2018-10-16T02:55:44Z

Kochmatt:

= [[File:Air Force Academy Logo.jpg]]STUDENT INNOVATION AND ENTREPRENEURSHIP =

All US Air Force Academy cadets have the opportunity to take a few sporadic classes about innovation and entrepreneurship, depending on their majors. However, regardless of major, all cadets are given the opportunity to take the Technological Innovation Management class, which gives the students the knowledge to develop ideas or products into businesses. Additionally, the Management department provides their students with brief concepts in regards to innovation and entrepreneurship. Lastly, students are exposed and given the opportunity to join the Association for Innovation (A4I), a fairly new club at school that offers avenues to encourage and facilitate innovation.

= FACULTY INNOVATION AND ENTREPRENEURSHIP =

Proctor and Gamble grants are given out to faculty members to incentive them to lead innovative projects. Aside from this opportunity, faculty are given the ability to participate with our Air Force Cyberworx lab and its associated projects as well as with AFWERX. From the Cadet perspective, however, the majority of our faculty are not involved with these innovative opportunities. Although the Air Force encourages innovation for all Airmen, our campus should start encouraging its faculty to innovate and think disruptively more often.

= UNIVERSITY TECHNOLOGY TRANSFER FUNCTION =

The Air Force Academy has a facility it calls Cyberworx, which is a space on campus where faculty, students, and other military personnel have the ability to combine experience with world-class technology in an effort to tackle problems the Air Force faces every day. This environment encourages design thinking so that Cadets and faculty can fail fast and often, in order to consequently succeed more quickly and frequently. Our Cyberworx facility has recently announced plans to expand into a new and improved building that will, to an even greater extent, promote disruptive and innovative thinking for our future Air Force leaders.

There also exists a Center for Innovation at the Air Force Academy. At this location, cadets can receive sponsorship and funding to perform innovative research projects over the summer. They can also utilize this resource to work on independent research project during the academic year.

= UNIVERSITY-INDUSTRY COLLABORATION =

Something fairly unique to the Air Force Academy is that all majors are exposed to industry through their capstone projects. Senior year cadets get the opportunity to work on real world projects with major companies to help solve their problems and issues. This allows students to see how private industry works and bring about innovative ways to the US Air Force.

= REGIONAL AND LOCAL ECONOMIC DEVELOPMENT EFFORTS =

<span style="font-size: 11pt; font-family: Arial; color: rgb(0, 0, 0); background-color: transparent; font-variant-numeric: normal; font-variant-east-asian: normal; vertical-align: baseline; white-space: pre-wrap;">The sole engagement in regards to local economic development efforts is the QUAD Partnership, which is sponsored by A4I. The goal of QUAD is the collaboration between the four local universities to improve the greater Colorado Springs area. This particular opportunity is only given to a few cadets annually, in which they are selected from a committee.

= RELATED LINKS =

[[United States Air Force Academy Student Priorities|United States Air Force Academy Student Priorities]]

[[Category:Universities]]

2018-10-16T02:47:21Z

Kochmatt:

2018-10-16T02:40:33Z

Kochmatt:

Fellow:Matt Koch

2018-10-16T02:39:40Z

Kochmatt: Created page with "Matt Koch is a University Innovation Fellow and an undergraduate student studying Operations Research at the United States Air Force Academy. Koch is originally from Hastings,..."

Matt Koch is a University Innovation Fellow and an undergraduate student studying Operations Research at the United States Air Force Academy. Koch is originally from Hastings, MN where he grew up playing hockey. Accepting an athletic scholarship to the Air Force Academy for hockey is the reason he chose to attend that particular school. There, he was exposed to the club Association for Innovation (A4I), which later introduced him to the University Innovation Fellows.

At the Air Force Academy, Matt is involved with many unique activities. He is the Chief Operating Officer (COO) of A4I, a captain of the nationally ranked Division I Hockey Team, and the president of the INFORMS Student Chapter to name a few. He takes his academics very seriously and strives for success in all aspects of life at a military institution. From the time he stepped on the grounds of the Air Force Academy he has found passion in attempting to progress the institution into an organization that promotes free thinking and movement.

[[Category: Student Contributors]]

Priorities:United States Air Force Academy Student Priorities

2018-10-04T23:55:39Z

Kochmatt:

= STRATEGY #1: PROMOTING I&E IN ACADEMIA =

== Tactic #1: I&E Minor ==

Academia ranges from classes to independent research studies and extra instruction sessions to capstone projects. By incorporating different styles of learning through a varied class structure and system we will already be stimulating new brain cells and empowering students. Instead of having every class follow the same rigid lesson structure with daily class objectives, we can incorporate milestone classes or alternative methods. Essentially, by promoting diversity in the way classes are taught and run will open students’ minds to the world and its different possibilities. Additionally, our Leadership Circle is working on establishing an Innovation Minor at the Academy which would incorporate these elements into a set of classes and experiences.

-Team

= STRATEGY #2: PROMOTING A CULTURE OF CREATIVITY =

The United States Military is designed to create and shape a certain mindset: one of excellence, perfection, and zero tolerance for failure. While extremely valuable in many military domains, this disposition can lead to a lack of creativity in areas where development and innovative solutions are most needed. In order to combat this problem, we must advocate for and advance the notion of failing in the laboratory to excel on the battlefield. Our purpose is to better equip the warfighters downrange by prototyping and experimenting beforehand in the comfort of our learning leadership laboratories.

 To instill these practices and turn this vision into a reality, we must tackle these two main points:

==  Tactic #1: Teach Exponential Thinking ==

We must directly teach cadets, faculty, and staff the design and exponential thinking processes, leading them through workshops and implementing the process from inception to application. These processes can be taught and utilized in the classrooms and in the squadrons, covering both the academic and military portion of the Academy.

== Tactic #2: Outside Forces ==

Expose cadets, faculty, and staff to outside innovative and creative forces. By exposing the Academy to design workshops, creative thinking events, and inspirational speakers we will begin to bridge the understanding and application gap that exists in military environments. Seeing the innovative practices at work and going through that process will help to solidify people’s grasp on how to most effectively utilize these tools and how to go about implementing valuable solutions. Moreover, by partnering with non-military organizations, the Academy will be able to participate in some of the traditionally non-governmental spaces, allowing for a wider breadth of exposure and understanding. Overall: connect and see projects through. 

-Yann Wollman

= STRATEGY #3: BREAKDOWN STUDENT AND PERMANENT PARTY BARRIERS =

== Tactic #1: Monthly Board Meetings ==

In the military, like big organizations, it is ran through an extensive chain of command. This makes it very difficult for conversations to be had between the top of the organization and the bottom. It also takes extremely long for changes or recommendations to be passed to the top of the organization to make decisions. Therefore, for change and decisions to happen fast, rank and the chain of command needs to be removed to be able to innovate quickly. This will allow for more free thinking ideas and upper leadership to hear opinions of people throughout the entire chain of command.

'''The Idea'''

One solution to fix this problem is to have monthly board meetings, where the board would consist of the upper leadership and then random people throughout the entire chain of command. This would result in diverse backgrounds of age and most importantly, thought. In turn, the specific members who have the ability to make decisions would ultimately have a chance to see different perspectives in order to innovate and make changes to improve the organization as a whole.

-Trey Arnold

= STRATEGY #4: SOLIDIFYING CONNECTIONS AND BUILDING A CONSISTENT NETWORK =

== Tactic #1: Quarterly Dinners ==

Air Force Academy Cadets rarely get the opportunity to talk and experience how civilian companies become successful. In order to accomplish this goal, we think it would be a wonderful opportunity to bring CEOs and other business leaders to come together and help change the way students think and dream. It will help promote innovative thinking and provide an avenue for students to bounce ideas off of people who have changed their companies in order to succeed. 

== Tactic #2: Guest Speakers ==

 Going along similar lines as above, cadets or students like to hear from an outside perspective. They want to hear from some of the most famous people and hear their story to fame. This brings credibility to innovation and gets people talking about "what could I accomplish?" Students get really excited to talk and listen to people they look up to. Again, it sparks students to dream big and gives them the push they need to actually take action.

-Matt Koch