The overall assessment was derived from a set of detailed case studies of DARPA program areas that were identified as being major factors in the RMA. Volume II documents the individual case studies of the technology areas that were the basis of the overall assessment.The authors wish to thank John Jennings, the DARPA task manager for this project, for his detailed review and comments on all of the chapters in this volume. His review led to greatly improved clarity on our part in both depicting the flow of technology development and the roles of various organizations and individuals in this flow. He also provided a superb sounding board for the observations and conclusions we draw as to the factors that either fostered or impeded the movement of these technologies into military application.For each chapter the individual authors interviewed numerous participants in the development and the management of specific technologies and their applications.Throughout these chapters we cite interviews from many of these individuals who were most forthcoming and generous with their time. Some of these individuals provided insights and details about several technology thrusts and applications in which they were directly involved in overseeing-especially former Secretary of Defense and former

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This paper proposes a framework for quantitatively balancing the costs, benefits, and risks of alternate upgrade strategies, with Department of Defense (DoD) acquisition of flat panel displays as an example. A key issue in DoD Acquisition Reform is the rapid product turnover in commercial markets and the difficulties DoD has traditionally faced in adopting these advances in a timely maimer. This paper aims to clarify when commercial technology represents "best value" to DoD.

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The case describes the evolution between 1999 and 2008 of a family-owned contract manufacturing company into a publicly traded, US$400 million global firm. The son of the founder, Bernie Auyung, assumed the CEO position with the company during this period and has worked with his father to build a broader, professional management team. In the process the company has applied a range of leading-edge innovation management and strategy tools that put it far ahead of most Chinese peer companies. Computime provides an exceptional model for other companies in developing countries looking to evolve from a low-cost competitor into a global leading company with its own technologies and brands. Students are asked to assume Bernie's role and suggest the path forward. The teaching note describes what the team actually did, and addresses the questions raised at the end of the case.Computime provides an exceptional example of how to evolve from an entrepreneur-led startup competing on low cost and the vision of the founder to a global, professionally managed company listed on a major exchange (the Hong Kong Stock Exchange in this case). Students are also able to explore a company in the process of instituting many of the leading innovation management tools described in classes focused on innovation management. The case would also be quite valuable for classes focused on the challenges facing family enterprises that must evolve beyond the control of a visionary founder. It resonates particularly well with students in developing economies both in Asia and beyond.