SOFWERX’s Return on Collision: Measuring Open Collaborative Innovation

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.