[00:00:00] Ryan Connell: Hey, this is Ryan Connell with the Chief Digital and Artificial Intelligence Office. Uh, Here today with Andy and Ethel from Google. Nope, really, Andy and Ethel are made up people. We experimented with Google's new release of Notebook LM, which is labeled as a note taking and research assistant completely powered by AI.
So Andy and Ethel aren't real people. What we did was we gave them the CDAO Tradewinds Solution Marketplace Customer Handbook, which was written in August 2024. I want you too think about how natural sounding and natural the conversation is between Andy and Ethel. It's mostly accurate. There's a tangent about Air Force Kessel Run, which is not in the handbook at all. So I'm not sure where that came from. I guess that's the research element. But, before I draw any conclusions for you, uh, have a listen for yourself.
[00:01:06] Ethel: Ever think about, like, the DOD actually shopping for the latest tech. It's not exactly, you know, known for quick trips to the store, but that's where this thing, this Tradewinds Solutions Marketplace, TSM for short, that's where it comes in. It's kind of changing the game and, uh, we're diving into their official guide today to really, you know, uncover what's going on.
[00:01:28] Andy: It's a fascinating shift. Like, imagine a world where the Pentagon can get cutting edge AI or drone technology in months instead of years.
[00:01:37] Ethel: Wow. That's
[00:01:39] Andy: the promise that TSM offers. Okay,
[00:01:40] Ethel: so speed is the name of the game here.
[00:01:42] Andy: Yeah.
[00:01:42] Ethel: And this guide is specifically, like it actually says, for the Chief Digital and Artificial Intelligence Office.
[00:01:48] Andy: The CDAO.
[00:01:49] Ethel: Yeah, the CDAO. So they're obviously the ones pushing for this kind of rapid acquisition.
[00:01:53] Andy: Yeah. Absolutely. The guide really highlights the urgency for the DOD to keep pace, especially in areas, like you said, like AI, where things are evolving so quickly. This guide is their roadmap to staying ahead of the curve.
[00:02:08] Ethel: Okay. So I know what you're thinking. Government guides. Not exactly known for being, you know, thrillers. Right. And this one, I'll be honest, it has its fair share of, you know, bureaucratic jargon, but.
[00:02:17] Andy: It's there.
[00:02:18] Ethel: It's there. But buried within those pages are some real gems about how this whole TSM thing actually works.
[00:02:26] Andy: Right. And it mentions, like, repeatedly, simplified acquisition procedures, and I don't think it's just lip service. Like, I think they're serious about streamlining the process.
[00:02:34] Ethel: So instead of those infamously long contracts, imagine the DOD being able to buy, I don't know, cutting edge drones with the ease of ordering, like, something online.
[00:02:43] Andy: Yeah, yeah.
[00:02:44] Ethel: That's the kind of shift we're talking about.
[00:02:46] Andy: And it's not just about being easier, it's about being faster.
[00:02:49] Ethel: Mm hmm.
[00:02:50] Andy: And the guide keeps mentioning other transactions, or OTs. And this is where it gets really interesting.
[00:02:56] Ethel: Break it down for us.
OTs, what are we talking about here?
[00:02:59] Andy: So think of it like this.
Imagine the DOD needs to get their hands on a really critical technology very quickly right now.
[00:03:07] Ethel: Mm hmm.
[00:03:08] Andy: OTs let them kind of sidestep some of the traditional bureaucratic hurdles. Um, that you would normally have to go through when speed is really of the essence.
[00:03:17] Ethel: Okay, starting to see why this is a big deal.
And this guy even name drops. Like DARPA.
[00:03:22] Andy: Yeah.
[00:03:22] Ethel: The Defense Advanced Research Projects Agency.
[00:03:25] Andy: The guy's known for, like, the futuristic tech.
[00:03:27] Ethel: Exactly. So if DARPA's involved, you know it's serious.
[00:03:30] Andy: They're all about pushing the boundaries. And they clearly see OTs as a key tool in making that happen.
[00:03:38] Ethel: But, you know, let's be real for a second.
We've all seen government initiatives that sound really good on paper. Oh,
[00:03:43] Andy: yeah.
[00:03:44] Ethel: But then, you know, they get bogged down in the real world. What makes TSM different?
[00:03:50] Andy: Yeah, that's a great question, and I think the guide addresses that head on. They emphasize that this isn't just some kind of top down directive.
They actually sought Input from like the people on the ground, the people, you know, dealing with contracts every day.
[00:04:04] Ethel: So they actually listen to the folks in the trenches. Who did they talk to?
[00:04:08] Andy: Well, they specifically mentioned the Kessel Run Contracting Division.
[00:04:11] Ethel: Kessel Run, okay.
[00:04:11] Andy: And they're like the poster child for innovation within the Air Force, known for their very agile approach to, well, everything.
[00:04:20] Ethel: The Air Force. The guys who are famous for their, shall we say, very deliberate pace.
[00:04:25] Andy: I know, right?
[00:04:26] Ethel: That's interesting. What do they have to do with it?
[00:04:28] Andy: Exactly. Even the Air Force recognizes the need for speed. And within this guide, they've even created a streamlined template for working within the TSM Framework.
[00:04:40] Ethel: Right.
[00:04:41] Andy: The Air Force SAS template to help companies navigate the process. So even the Air Force, you know, known for taking its time.
[00:04:47] Ethel: Yeah.
[00:04:47] Andy: They're trying to make it easier for companies to work with them through TSM.
[00:04:51] Ethel: That's a pretty big endorsement, I'd say. But why go through all this trouble? Why is the DOD so, I don't know, gung ho about making friends with the tech world all of a sudden?
[00:05:00] Andy: Well, it goes beyond just, you know, being friends. I think the DOD realizes they need to be way more competitive. Right. Right. Especially when it comes to attracting the best, like the top tech talent and fostering, you know, real innovation.
[00:05:13] Ethel: So it's not just about buying what's already out there. It's about tapping into that, you know, Silicon Valley energy, those fresh ideas.
[00:05:21] Andy: Exactly. They want to be at the forefront of, you know, both developing and actually deploying the next generation of, of defense technology. Yeah. And to do that. They need to, like, make the DoD a more appealing place for startups, for innovators, especially those working with AI and other cutting edge fields.
[00:05:41] Ethel: So it's kind of like they're trying to, like, shed their old image and become, you know, the cool kids on the block.
[00:05:46] Andy: In a way, yeah. Because, but, making this process simpler, by making it faster, more accessible, they open the doors to, Like, a whole new world of possibilities. Think about it. Smaller tech companies with groundbreaking ideas.
The kind who might not have the resources or even like the patience to navigate the traditional system.
[00:06:07] Ethel: Right. Right.
[00:06:08] Andy: They suddenly have a direct line to, to work with the DOZ.
[00:06:11] Ethel: Okay. I see where you're going with this. We're talking about like a potential surge of innovation in like cybersecurity, AI. Oh yeah.
You name it.
[00:06:21] Andy: Things
[00:06:22] Ethel: that could really like. Give the DoD an edge.
[00:06:24] Andy: Precisely. Okay. And the guide actually, like, hints at this shift in mindset. Okay. It keeps emphasizing commercial products and services. Right. Which basically means the DoD is looking to, like, adapt technologies that are already out there, readily available.
[00:06:39] Ethel: Interesting.
[00:06:39] Andy: For military purposes.
[00:06:40] Ethel: So that software I'm using right now, that could be repurposed for, say, drone defense.
[00:06:46] Andy: Yeah.
[00:06:46] Ethel: That's kind of mind blowing.
[00:06:48] Andy: It really is. It shows how serious they are about really bridging this gap between the commercial tech sector and the defense world. And, you know, they even call out how they plan to use, uh, FR Part 12 to make this happen.
[00:07:02] Ethel: Okay, so we've got the what and the why, but how does this actually play out in the real world? I mean, sure, they can, you know, write a guide, but can they actually change the way the DOD does business?
[00:07:14] Andy: That's the million dollar question, isn't it? And to be honest, there will be challenges.
[00:07:18] Ethel: Like what kind of challenges?
Give us the real talk.
[00:07:21] Andy: Well, I think changing really deeply ingrained processes within any large organization, let alone one as large and, and complex as the DOD, it takes time and real commitment. There will be, you know, bureaucratic hurdles, probably some resistance to change and just the need to educate both DOD personnel and, you know, potential vendors about this, this new way of doing things.
[00:07:45] Ethel: So it's not going to be all, you know, smooth sailing. Right. There will be some bumps along the way.
[00:07:50] Andy: Definitely. But I think the fact that they've put so much effort into, you know, creating this guide. They've involved, like, key players like Kessel Run and DARPA suggest that they're serious about making TSM work.
[00:08:04] Ethel: So, it sounds like a, like a pretty ambitious undertaking. Yeah. But let's, let's zoom out for a second. What does all of this mean for someone who's not, you know, a defense contractor? What's the big takeaway here?
[00:08:16] Andy: That's a great question, and I think it speaks to the kind of the broader significance of TSM because this isn't just about the DoD anymore.
This is about how we, how we as a society adapt to the, you know, ever accelerating pace of technological advancement.
[00:08:31] Ethel: Okay, I'm intrigued. Tell me more.
[00:08:32] Andy: Think about it. The challenges the DoD faces.
[00:08:35] Ethel: Yeah.
[00:08:36] Andy: Needing to stay ahead of the curve, you know, cut through bureaucracy, embrace innovation. Right. Those are challenges faced by, you know, governments, businesses across the board.
[00:08:45] Ethel: So what the DOD is doing here with TSM, it could be like a model for other sectors too.
[00:08:50] Andy: Exactly.
[00:08:51] Ethel: Yeah.
[00:08:51] Andy: Imagine if we could apply these principles of like speed and agility to, to, to things like infrastructure projects.
[00:08:58] Ethel: Wow. Wow.
[00:08:59] Andy: Healthcare innovation. Or even like responding to pandemics. Yeah. What if we could, you know, cut through red tape and get things done faster without sacrificing quality or accountability?
[00:09:08] Ethel: You're making me think about all the times I've been stuck waiting for something that felt like it was stuck in like bureaucratic quicksand.
[00:09:15] Andy: Right.
[00:09:15] Ethel: What you're describing sounds like, like a breath of fresh air.
[00:09:19] Andy: It really could be. Now I'm not saying it'll be easy, right? Different sectors have, you know, different regulations, different stakeholders, uh, different levels of, of risk tolerance, but.
Sure. But I think the core principles here, embracing agility, fostering collaboration, and focusing on results. Right. Those are, those are universally applicable.
[00:09:39] Ethel: It's like that saying, uh, if you want to go fast, go alone, if you want to go far, go together.
[00:09:44] Andy: Yeah.
[00:09:44] Ethel: This feels like a way to do both.
[00:09:46] Andy: I like that, and it really highlights I think the, The collaborative spirit behind TSM.
It's about breaking down silos, bringing together the best and brightest minds, and just finding, finding new ways to tackle really complex challenges.
[00:10:00] Ethel: You've given us a lot to think about today. So, if any of our listeners out there want to, like, dive even deeper into the, you know, nuts and bolts of TSM, the guide does provide a website and an email address for more information.
Of course. But beyond the specifics, I mean, this deep dive has really been about something, something bigger, wouldn't you say?
[00:10:20] Andy: Absolutely. It's a glimpse into a future where, like, agility and innovation are no longer, you know, buzzwords.
[00:10:26] Ethel: Right.
[00:10:27] Andy: But they're really the driving forces behind progress, whether it's in defense, technology, or really any other field that shapes our world.
[00:10:34] Ethel: And who knows, maybe someday we'll look back and say it all started with the DoD, you know, that.
[00:10:39] Andy: Right.
[00:10:40] Ethel: The DoD deciding to try something, like, radically different.
[00:10:43] Andy: Exactly.
[00:10:44] Ethel: Thanks for joining us on this deep dive. Until next time.
