Search NASA⌕ Search

SEARCH · Search NASA

Results for “Innovation”

Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 37 records · Page 2
All sourcesNASA NTRSDOE OSTI
NASA NTRS2018

Creating Innovative Frameworks to Spur Cultural Change at NASA Armstrong Flight Research Center

Changing the culture of an organization is a monumental task that often takes years and has no set formula. Steps can be taken, however, to spur cultural change by creating spaces and infrastructure to serve as the initial driving force. An innovation space and a bicycle sharing (bike share) program were implemented at the National Aeronautics and Space Administration (NASA) Armstrong Flight Research Center (AFRC) (Edwards, California) with a vision toward connecting Center personnel, fostering collaboration and innovation, retaining newer employees, promoting flexibility, and improving the culture and workplace atmosphere. This paper discusses the steps taken, challenges faced, novel culture-change-focused design elements, lessons learned, acquired metrics, and how these initiated cultural change at AFRC. For both the innovation space and the bike share program, funding was negotiated and provided through the NASA Convergent Aeronautics Solutions (CAS) project, which was seeking to improve the innovation and collaboration capabilities at each of the four NASA aeronautics Centers. Key stakeholders across AFRC from upper management, facilities, safety, engineering, and procurement were identified early in the process and were consulted and included throughout execution to ensure that any encountered roadblocks could be easily navigated. Research was then conducted by attending conferences and visiting culture-changing organizations both inside and outside United States Government agencies. Distilling the research, identifying available space, and deciding on specific design elements for the space was conducted by a subset of individuals of diverse backgrounds to enable quick, effective decision-making. Decisions were made with the intent to increase usage and diversity of users of the space; care was taken to ensure a well-crafted atmosphere that would foster the desired culture change. The allocated physical space required major structural modifications, new furniture, and new capabilities that would bring people in. Decisions and desires underwent a rapid reiterative process in order to stay within budget and short deadlines, while holding firm to what was seen as fundamental elements of an innovation space. The framework for cultural change being established, the more difficult task began: incubating the desired culture. Intentional workday use of the innovation space was encouraged, and organized events coordinated in order to truly foster culture change. Such incubation supports the organic spread of culture change to all areas of AFRC. This framework was complemented and expanded by the implementation of the bike share program. Steps for implementation included bike selection based on lessons learned, creating bike stations and signage, implementing bike share rules, and building a volunteer maintenance infrastructure. A novel user-reporting feedback system at each bike station is a low-impact method of capturing usage metrics. Due to the nature of the work conducted at AFRC, the bike share program and feedback system were negotiated and vetted through various organizations including legal, safety, and operations. The innovation space and the bike share program together are an effective initial framework for innovation and collaboration. Culture change takes time, but the innovation space and the bike share program are already showing signs of making a positive impact on the AFRC workforce.

rooms↗
NASA NTRS2012

The Advanced Exploration Systems Water Recovery Project: Innovation on 2 Fronts

As NASA looks forward to sending humans farther away from Earth, we will have to develop a transportation architecture that is highly reliable and that can sustain life for long durations without the benefit of Earth s proximity for continuous resupply or even operational guidance. NASA has consistently been challenged with performing great feats of innovation, but particularly in this time of economic stress, we are challenged to go farther with less. The Advanced Exploration Systems (AES) projects were implemented to address both of these needs by not only developing innovative technologies, but by incorporating innovative management styles and processes that foster the needed technical innovation given a small amount of resources. This presentation explains how the AES Water Recovery Project is exhibiting innovation on both fronts; technical and process. The AES Water Recovery Project (WRP) is actively engineering innovative technologies in order to maximize the efficiency of water recovery. The development of reliable, energy-efficient, and low-mass spacecraft systems to provide environmental control and life support (ECLS) is critical to enable long-duration human missions outside of low-Earth orbit. Recycling of life support consumables is necessary to reduce resupply mass and provide for vehicle autonomy. To address this, the WRP is working on a rotary distiller that has shown enhanced performance over the state-of-the-art (SOA). Additionally, the WRP is looking at innovative ways to address issues present in the state-of-the-art (SOA) systems pertaining to toxicity and calcium scale buildup. As an AES project, the WRP has a more streamlined Skunk Works like approach to technology development intended to reduce overhead but achieve a more refined end product. The project has incorporated key partnerships between NASA centers as well as between NASA and industry. A minimal project management style has been implemented such that risks are managed and milestones tracked without overburdening the team with reporting demands that take them away from their work. A lean Systems Engineering (SE) approach has been implemented where project objectives are defined and vetted early without overprescribing the process or limiting the ability to innovate. Finally, we are working with existing flight hardware support organizations like operations, safety, materials and others to impact the system design at the breadboard level. This type of early input is a key to ensuring that the technologies are developed on the right track to becoming space flight worthy.

Sarguisingh, Miriam M.↗
DOE OSTI2024

Scaling Decarbonization Development Innovation with Emerging Community-Based Developers: Preprint

The building real estate development industry is being asked to lead in delivering building decarbonization solutions across the United States. However, creating decarbonized best practices and development innovation while increasing developer diversity and community ownership is often not a primary focus of this sector. To address these issues, we have created an incubator and support ecosystem specifically for the innovation scaling we have found in a leading group of emerging, small-scale developers. These leaders are not just working at the forefront of decarbonized development but addressing diversity and bolstering community generational wealth. We have found that small development firms are the ones who often take risks to innovate and demonstrate despite lacking a specific set of resources or support ecosystems focused on emerging decarbonization developers. Those with the fewest resources are being asked to lead our decarbonization innovation efforts. This paper documents the necessity of a cohort and incubator program to provide a decarbonization-specific ecosystem to support small developers and scale innovation. The incubator creates connections, fosters innovative strategies to access incentives and alternative funding, and assembles resources for small and emerging minority developers with the goal of sustainability and affordability. For instance, collaborative efforts with leading developers and utilities can enable the seamless integration of distributed energy resources through optimal metering and interconnection and significantly reduce the utility cost of electrification, benefiting the utility, the developer, and the tenant economically. The process described in this paper will result in case studies and how-to resources to provide tangible examples of innovation within the emerging development field.

carbon↗
NASA NTRS1989

Performance of Lempel-Ziv compressors with deferred innovation

The noiseless data-compression algorithms introduced by Lempel and Ziv (LZ) parse an input data string into successive substrings each consisting of two parts: The citation, which is the longest prefix that has appeared earlier in the input, and the innovation, which is the symbol immediately following the citation. In extremal versions of the LZ algorithm the citation may have begun anywhere in the input; in incremental versions it must have begun at a previous parse position. Originally the citation and the innovation were encoded, either individually or jointly, into an output word to be transmitted or stored. Subsequently, it was speculated that the cost of this encoding may be excessively high because the innovation contributes roughly 1g(A) bits, where A is the size of the input alphabet, regardless of the compressibility of the source. To remedy this excess, it was suggested to store the parsed substring as usual, but encoding for output only the citation, leaving the innovation to be encoded as the first symbol of the next substring. Being thus included in the next substring, the innovation can participate in whatever compression that substring enjoys. This strategy is called deferred innovation. It is exemplified in the algorithm described by Welch and implemented in the C program compress that has widely displaced adaptive Huffman coding (compact) as a UNIX system utility. The excessive expansion is explained, an implicit warning is given against using the deferred innovation compressors on nearly incompressible data.

Cohn, Martin↗
DOE OSTI2024

From IMPEL to Impact: Lessons Learned in Accelerating Innovative Building Technologies

The built environment is a complex ecosystem of social institutions and physical infrastructures. Innovation and entrepreneurship in the building industry are critical levers for market transformation toward equitable climate action. However, climate tech innovation for the built environment is not moving fast enough for global needs, and it lacks fundamental diversity, leading to inequitable outcomes. IMPEL (Incubating Market-propelled Entrepreneurial-mindset at the Labs and Beyond) - a U.S. Department of Energy incubator–addresses these critical issues. Over five years, IMPEL has enabled 250 innovators, including 55% women and diverse founders, to accelerate their buildings and clean energy technologies towards market and climate impact. IMPEL provides access to strategic mentoring and coaching, carbon tools training, testbeds, and powerful public-private pipelines, including industry demonstrations, non-dilutive grants, and venture capital networks. The IMPEL innovation ecosystem has accelerated the pace of innovation and market adoption of building decarbonization technologies. In this paper, leverage the IMPEL stakeholder ecosystem - from innovators to investors and product industry to policymakers - to analyze the critical barriers to decarbonization still encountered in the building industry. We study the IMPEL approach and highlight lessons learned that benefit young businesses pursuing innovative building and building-edge energy technologies to develop new ideas and products. Finally, we propose a ‘market forming’ framework to improve the quality and efficiency of the entrepreneurial ecosystem in the building industry. This framework could scale vetted technologies and the participation of diverse founders to de-risk the climate tech

Singh, Reshma↗
DOE OSTI2026

State of Innovation 2025: Progress in Accelerating Next-Generation Cement and Concrete Technologies

The cement and concrete sectors are entering a decisive period as next-generation technologies advance from laboratory research to demonstration, early deployment, and first-of-a-kind commercial plants. Building on the 2024 State of Innovation report, the 2025 outlook highlights both the rapid acceleration of innovation and the urgent need for coordinated action across the value chain. Venture capital activity into the cement and concrete space stabilized following the record surge of 2022-2023, yet landmark financings, such as Sublime Systems' $200 million round and Terra CO2's $124 million Series B, signal continued investor confidence in companies approaching commercialization. Corporate procurement has become a powerful new catalyst, with Microsoft, Amazon, and CRH (Cement Roadstone Holdings) Ventures providing long-term commitments that underpin the first wave of next-generation cementitious products. The sector is shifting from early-stage experimentation toward the scaling of well-capitalized leaders capable of bridging the critical "capitalization gap." Early innovators continue to expand the toolkit through novel binders, electrochemical cements, biogenic limestone, and carbonate mineralization pathways. Going into 2026, cost competitiveness, durability validation, and scalability enabled by resilient supply chains remain the decisive factors for market adoption. At the 2025 Next Generation Cement and Concrete Critical Technologies Meeting, attendees emphasized dual-track funding strategies that integrate federal grants with private capital as key to enabling market breakthrough. State programs and corporate demand are sustaining momentum, while successful companies increasingly demonstrate both economic value and reduced dependence on imported materials. The National Concrete Pavement Technology Center and others underscored that broad integration of next-generation materials will hinge on standards compatibility, verified field performance, and workforce readiness. Colorado continues to serve as a proving ground through pilot programs that combine supplier training, phased implementation, and real-world data to de-risk innovation and provide replicable models for other regions. The 2025 Cement and Concrete Critical Technologies Workshop reinforced that scaling next-generation materials will require alignment among technology innovation, performance validation, and market demand. Stakeholders must move beyond siloed efforts toward collaborative frameworks that coordinate standards, funding, and infrastructure deployment. As a neutral convener and technical validator, the National Laboratory of the Rockies (NLR) plays a pivotal role in bridging innovation and market adoption through collaborative research, technology validation, and entrepreneurship programs. By uniting innovators, incumbents, policymakers, contractors, and investors, NLR and its partners are helping chart a credible pathway toward widespread commercialization in the decade ahead.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2026

Innovating Distributed Embedded Energy Prize (InDEEP): A Lessons Learned Report

The U.S. Department of Energy's Water Power Technologies Office (WPTO) launched the Innovating Distributed Embedded Energy Prize (InDEEP) in March 2023 to accelerate innovation in Distributed Embedded Energy Conversion Technologies (DEEC-Tec) for ocean wave energy. Administered by the National Laboratory of the Rockies (NLR) with technical support from Sandia National Laboratories (SNL), InDEEP focused on the development of small, distributed, and embeddable energy converters (DEECs) and their integration into scalable DEEC-Tec metamaterials for marine renewable energy applications. Spanning three phases over two years, InDEEP awarded approximately $2.3 million to teams from academia, industry, and startups. Phase I emphasized conceptual design. Phase II moved into the prototyping of individual DEECs. Phase III required integration into functional DEEC-Tec metamaterial prototypes. Across 60 submissions, teams explored a wide range of energy conversion mechanisms - including piezoelectric, variable-capacitance, ionic, and inductive methods. Note, the prize did not include the design nor demonstration of ocean wave energy conversion systems. Rather, the prize only required participants to design and demonstrate individual DEECs and corresponding DEEC-Tec metamaterials. This prize utilized a mix of novel and proven techniques to attract participants from outside marine energy, including an engagement leaderboard, robust recruitment, technical expert mentorship, and a suite of technical trainings. Key insights from the competition emphasized that DEEC-Tec metamaterials must be intentionally designed to produce beneficial emergent behaviors - advantages that go beyond simply combining multiple DEEC units. Top-performing teams showed that thoughtful design of system architecture, coordinated deformation, and systems adaptabilities could unlock meaningful performance gains both at the DEEC system level and DEEC-Tec metamaterial system level. A critical realization was that many DEEC-Tec metamaterials could benefit from being designed to accept lower-frequency energy inputs and shift those into higher-frequencies per each DEEC making up the respective DEEC-Tec metamaterial. Other important takeaways included the need for rigorous and quantitative performance testing, effective integration of power conditioning electronics, and the pivotal role of material science in enabling innovative, adaptive DEEC-Tec-based energy conversion designs. InDEEP also helped establish a growing DEEC-Tec community of practitioners, attracting participants from beyond traditional marine energy sectors. Through a strong support infrastructure, InDEEP fostered early-stage innovation and laid a foundation for future DEEC-Tec-based ocean wave energy conversion solutions - positioning DEEC-Tec as a promising pathway toward scalable, resilient ocean wave energy conversion. Through focused R&D of individual DEECs and their integration into DEEC-Tec metamaterials, alongside a growing, multidisciplinary community catalyzed by InDEEP, there is a strong opportunity to drive a disruptive shift in ocean wave energy conversion design and development. This convergence of novel architectures, emergent behaviors, and collaborative innovation positions DEEC-Tec as a transformative approach, moving the field from rigid, centralized energy conversion-based designs to resilient, modular systems highly adaptable for real-world ocean wave energy conversion applications.

16 TIDAL AND WAVE POWER↗
NASA NTRS2010

Pathways and Challenges to Innovation in Aerospace

This paper explores impediments to innovation in aerospace and suggests how successful pathways from other industries can be adopted to facilitate greater innovation. Because of its nature, space exploration would seem to be a ripe field of technical innovation. However, engineering can also be a frustratingly conservative endeavor when the realities of cost and risk are included. Impediments like the "find the fault" engineering culture, the treatment of technical risk as almost always evaluated in terms of negative impact, the difficult to account for expansive Moore's Law growth when making predictions, and the stove-piped structural organization of most large aerospace companies and federally funded research laboratories tend to inhibit cross-cutting technical innovation. One successful example of a multi-use cross cutting application that can scale with Moore's Law is the Evolutionary Computational Methods (ECM) technique developed at the Jet Propulsion Lab for automated spectral retrieval. Future innovations like computational engineering and automated design optimization can potentially redefine space exploration, but will require learning lessons from successful innovators.

Terrile, Richard J.↗
NASA NTRS2016

NASA's Public Participation Universe: Why and How the U.S. Space Agency Is Democratizing Its Approaches to Innovation

This paper analyzes NASA's increasing effort to invite greater public participation in its techno scientific work through open innovation methodologies. First we examine why NASA has expanded its use of these approaches, noting the roles of an intertwined set of forcing functions including budget constraints, the availability of technological resources, and committed individuals. Next we outline the strategies the agency has invoked to engage the public in research, technology development, and other activities to advance and shape NASA's mission. As we show, promoting greater public involvement has entailed facilitating the NASA workforce's familiarity with open innovation approaches as well as developing projects and creating outreach strategies appropriate to the envisioned participant base. We then discuss the wide variety of outcomes NASA's open innovation initiatives have yielded in support of NASA research and development objectives as well as benefits to participants and others. We conclude with a discussion of the remaining barriers to the use of open innovation techniques as a standard practice and the strategies in work to overcome those barriers so the full potential of a democratized approach to innovation can be realized.

open innovation↗
NASA NTRSDate not supplied

Open Innovation for a NASA Architecture Library

NASA’s Center of Excellence for Collaborative Innovation (CoECI) uses open innovation, or “crowdsourcing”, to access the global public to find ideas, concepts, designs, or solutions that meet a previously unmet need possibly resulting in significant advances in performance. The Center of Excellence for Collaborative Innovation was launched at the request of the White House Office of Science and Technology Policy. This is both a non-traditional method of innovation and a non-traditional method of outreach to the public to involve them in space technologies and programs. It has been used often for software development and new hardware technology. In this case we applied it to innovate with systems engineering tools for creating space architectures. The challenge was sponsored by NASA Engineering and Safety Center Systems Engineering Technical Fellow as part of a program for NASA’s adoption of MBSE. It was a trial to see if there would be as much participation or quality submissions with this more specialized topic and skill. The challenge sought space architecture representations and decompositions to create a library of modeled parts in a system modeling language (SysML). Mission architects mostly start from scratch to build model elements representing the functional and physical architecture of a system in SysML. There are a few beginning libraries, but these are also local to a program or group. A common library will save system engineers a large amount of time, will allow project stakeholders to recognize common graphics and quickly understand the architecture options. The challenge was promoted internationally, especially through professional organizations and universities with a systems engineering focus. It was open for 4 months, purposefully over the winter holiday break time to allow participants extra time outside of work or school. The challenge was designed so that expertise in space hardware was not necessary but getting to play with models of space architecture could provide motivation to participate. We did not receive as many entries as other broader outreach challenges, but the ones we received were extremely thorough and high quality. Solutions came from individuals and teams, students and professional consultants from the United States and Europe. We learned a few lessons about how to engage with the public and what characteristics of a problem result in good crowdsourcing results. The outreach challenge produced several useful ideas and modeled space elements, and the group will be engaging the winners to learn more about their new approaches.

innovation↗
DOE OSTI2026

All Systems Go: Regional Collaborations for Scaling AEC Innovation: Preprint

The high and rising cost of preserving and delivering housing in the U.S. requires changes to existing practices of finance, design, and construction. Innovative methods such as industrialized construction could offer the means to address housing undersupply while reducing delivery costs, operational costs and material waste in the building industry, but they face challenges to success and to scale. Simultaneously, construction and cleantech innovators themselves face skepticism from the traditional entrepreneurial ecosystem such as incubators and accelerators while attempting to navigate systems level challenges. To respond to this need, various public and private sector stakeholders have launched initiatives to support innovative companies. These include nonprofits such as Terner Labs and Ivory Innovations offering curated programming to architecture, engineering, and construction (AEC) startups; housing developers in Minnesota and California "bundling" multiple projects together to reach economies of scale with a consistent project team; public and private sector entities developing "catalogues" of pre-approved home designs in the U.S. and Canada. This exploratory paper documents several of these emerging ecosystem-development efforts to support innovative housing approaches, characterizing them by leading stakeholder and intervention strategy based on publicly available information. The paper finds that these initiatives share similar high level goals but vary in implementation, reflecting different stakeholder priorities, regional market and policy dynamics, and housing typologies. The early stage of these efforts offer limited data for comparing actual outcomes, but the paper highlights common qualitative themes and identifies opportunities for further research and potential coordination among these efforts.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS1989

An innovations approach to decoupling of multibody dynamics and control

The problem of hinged multibody dynamics is solved using an extension of the innovations approach of linear filtering and prediction theory to the problem of mechanical system modeling and control. This approach has been used quite effectively to diagonalize the equations for filtering and prediction for linear state space systems. It has similar advantages in the study of dynamics and control of multibody systems. The innovations approach advanced here consists of expressing the equations of motion in terms of two closely related processes: (1) the innovations process e, a sequence of moments, obtained from the applied moments T by means of a spatially recursive Kalman filter that goes from the tip of the manipulator to its base; (2) a residual process, a sequence of velocities, obtained from the joint-angle velocities by means of an outward smoothing operations. The innovations e and the applied moments T are related by means of the relationships e = (I - L)T and T = (I + K)e. The operation (I - L) is a causal lower triangular matrix which is generated by a spatially recursive Kalman filter and the corresponding discrete-step Riccati equation. Hence, the innovations and the applied moments can be obtained from each other by means of a causal operation which is itself casually invertible.

Rodriguez, G.↗
NASA NTRS2013

Exploring Mission Concepts with the JPL Innovation Foundry A-Team

The JPL Innovation Foundry has established a new approach for exploring, developing, and evaluating early concepts called the A-Team. The A-Team combines innovative collaborative methods with subject matter expertise and analysis tools to help mature mission concepts. Science, implementation, and programmatic elements are all considered during an A-Team study. Methods are grouped by Concept Maturity Level (CML), from 1 through 3, including idea generation and capture (CML 1), initial feasibility assessment (CML 2), and trade space exploration (CML 3). Methods used for each CML are presented, and the key team roles are described from two points of view: innovative methods and technical expertise. A-Team roles for providing innovative methods include the facilitator, study lead, and assistant study lead. A-Team roles for providing technical expertise include the architect, lead systems engineer, and integration engineer. In addition to these key roles, each A-Team study is uniquely staffed to match the study topic and scope including subject matter experts, scientists, technologists, flight and instrument systems engineers, and program managers as needed. Advanced analysis and collaborative engineering tools (e.g. cost, science traceability, mission design, knowledge capture, study and analysis support infrastructure) are also under development for use in A-Team studies and will be discussed briefly. The A-Team facilities provide a constructive environment for innovative ideas from all aspects of mission formulation to eliminate isolated studies and come together early in the development cycle when they can provide the biggest impact. This paper provides an overview of the A-Team, its study processes, roles, methods, tools and facilities.

Team Eureka↗
NASA NTRS2019

NIAC: The NASA Innovative Advanced Concepts Program

The NASA Innovative Advanced Concepts (NIAC) Program nurtures visionary ideas that could transform future NASA missions with the creation of breakthroughs - radically better or entirely new aerospace concepts - while engaging America's innovators and entrepreneurs as partners in the journey. NIAC projects study innovative, technically credible, advanced concepts that could one day “Change the Possible” in aerospace. NIAC supports innovative research through three phases of study, each competitively awarded. Phase I studies are for nine-month efforts to explore the overall viability of visionary concepts. Phase II studies further develop the most promising Phase I concepts for up to two years, prepare a roadmap for further development, and explore potential transition options within NASA and beyond. Phase III studies are designed to strategically transition the most promising NIAC concepts to other NASA programs, other government agencies, or commercial partners. Since 2011, NIAC has funded 128 Phase I, 51 Phase II, and 2 Phase III studies. This paper provides an update on NIAC’s history and current role in supporting NASA’s sustained investments in advanced aerospace technology development.

Innovation↗
NASA NTRS2023

NASA Kennedy Space Center Swamp Works: Innovation Methods for Advanced Research & Technology Development

Kennedy Space Center’s (KSC) Swamp Works, provides government and commercial space ventures with the technologies required for working and living on the surfaces of the Moon or other planets and bodies in our solar system. The Swamp Works team establishes agile, innovative and cost effective exploration mission solutions through leveraging of partnerships across NASA, industry and academia. Concepts start small and build up efficiently, with lean development processes and a hands on approach. Testing is performed in early stages to drive design improvements and progressively increase Technology Readiness Levels (TRL). Swamp Works provides concepts, architecture studies and trades, designs, data, technology development, technology demonstration hardware, flight hardware, testing, flight support and knowledge in support of the development of surface systems. This paper will summarize the state of the art in innovation methods, and it will compare the various other methods to how innovation is accomplished at the NASA KSC Swamp Works. Since 2013, Swamp Works has developed a wide variety of technologies, and has demonstrated viable methods for innovation while also collaborating with other government agencies, industry and academia to support space exploration. These methods focus on agile design, test, build iterations where each cycle of prototyping results in improved knowledge and designs. Failures are tole rated in the early stages of these iterations, since the overall development cycle is shorter more efficient and cost effective by retiring risk early in the cycle. Momentum is maintained and the development teams remain highly motivated by the high level of team work, technical excellence, engagement and creative freedom.

Robotic Mining↗
DOE OSTI2025

Transformative Pathways for U.S. Industry: Unlocking American Innovation

The United States (U.S.) is undergoing an energy transformation that will depend on continued U.S. innovation. Although U.S. industry has been foundational to the nation’s economic growth and prosperity, it has also given rise to decades’ worth of industrial pollutants in our air and water, which acutely impact the most vulnerable communities, as well as greenhouse gas (GHG) emissions contributing to climate risk. At the same time, U.S. industry is facing growing competitive pressures. Global investors and financial regulations are increasingly focusing on emissions footprints, governments are developing emissions-based trade adjustments and procurement specifications, and downstream demand for low-carbon products is emerging. Developing cost-competitive solutions to meet these needs provides an opportunity to fundamentally transform U.S. industry and sharpen its competitive edge, while reducing the GHG emissions and adverse environmental and health impacts (see Figure ES-1). Innovation is central to this transformation. Pathways to Commercial Liftoff: Industrial Decarbonization, which provides a descriptive fact base on what is needed to reach commercial scale in the marketplace, estimates that over 60% of emissions reduction for the industrial sector will need to come from technologies that are still nascent today. This report, Transformative Pathways for U.S. Industry,3 focuses on the pathways that rely on the nascent and innovative technologies that were too early for consideration in the Pathways to Commercial Liftoff report. Targeted and sustained public and private investment in research, development, demonstration, and deployment is required to catalyze innovation and meet this moment.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS2000

Accelerating Innovation: Turning Goals into Reality

The success of NASA's programs depends upon innovation, which is recognized by several characteristics. All aspects of a program including tools, processes, materials, subsystems, vehicles, and operations should be evaluated to determine possible innovations which might be implemented. Several examples are presented of ways in which innovation has substantially furthered the goals of NASA. The specific fields mentioned include high performance computing, advanced technologies for aerospace system design, advanced materials and manufacturing processes, neural based flight control, linear aerospike engines, advanced space propulsion systems, high altitude and long duration autonomous flights, advanced vehicle concepts, advanced space propulsion systems, as well as advanced weather information. A final list details the perceived ways in which NASA can benefit from continued innovation in such ways as partnering with the private sector.

VanDalsem, William R.↗
NASA NTRS2010

Innovation in Extraterrestrial Service Systems - A Challenge for Service Science

This presentation was prepared at the invitation of Professor Yukio Ohsawa, Department of Systems Innovation, School of Engineering, The University of Tokyo, for delivery at the International Workshop on Innovating Service Systems, sponsored by the Japanese Society of Artificial Intelligence (JSAI) as part of the JSAI Internation Symposium on AI, 2010. It offers several challenges for Service Science and Service Innovation. the goal of the presentation is to stimulate thinking about how service systems viII evolve in the future, as human society advances from its terrestrial base toward a permanent presence in space. First we will consider the complexity of the International Space Station (ISS) as it is today, with particular emphasis of its research facilities, and focus on a current challenge - to maximize the utilization of ISS research facilities for the benefit of society. After briefly reviewing the basic principles of Service Science, we will discuss the potential application of Service Innovation methodology to this challenge. Then we viII consider how game-changing technologies - in particular Synthetic Biology - could accelerate the pace of sociocultural evolution and consequently, the progression of human society into space. We will use this provocative vision to advance thinking about how the emerging field of Service Science, Management, and Engineering (SSME) might help us anticipate and better handle the challenges of this inevitable evolutionary process.

Bergner, David↗