Secured IP rights are key to DoD interoperability and data access.

We have new processes to incentivize and accelerate promising joint capabilities and experiments to advance those operational concepts — shrinking their time crossing the valleys of death by as much as two years. To bridge the lab-to-prototype and prototype-to-scale valleys of death, we're using more flexible acquisition pathways for rapid prototyping, rapid fielding, and software development. Over $35 billion have gone through these pathways since 2021, across nearly 200 programs. They've shaved up to six years off transition and delivery timelines for warfighter priorities. To work better with commercial and non-traditional firms, we're embracing innovative contracting tools that can be easier for them to navigate. We also sped how we transition the most promising capabilities to scale, by overcoming bureaucratic and cultural barriers that slow us down. We knew all that was necessary because of our work to map and then methodically debug the whole DoD innovation ecosystem — a nose-to-grindstone effort that, like software development, never ends. As one of the world's largest organizations, we must always look for ways to get out of our own way. Beyond that, we issued data decrees that all DoD data must comply with, because data interoperability, access, and trustworthiness are critical for AI, for doing command and control across all domains, and for being a modern Defense Department. No excuses. We also affirmed ethical AI principles; updated our decade-old, but still world-leading policy on responsible use of autonomous weapon systems; and issued new strategies and implementation plans on data, analytics, AI adoption, and responsible AI. Simultaneously, we focused on talent and personnel — from the ADA initiative that deploys data scientists to every combatant command, to continuously upskilling our acquisition workforce. We also brought focused leadership to critical organizations, and stood up new ones: We elevated the Defense Innovation Unit to report directly to the Secretary, so it can help focus and accelerate how we leverage the best of commercially-derived tech. DIU is now led by a former direct report to Apple's CEO. We integrated disparate digital, AI, and data analytics teams under an empowered Chief Digital and Artificial Intelligence Officer, who previously ran machine learning at Lyft. He also reports directly to Secretary Austin. And we created the Office of Strategic Capital, to partner with private-sector — excuse me, private-capital markets — and catalyze investment in technologies critical to national security. Across the board, we're making smart, serious investments.