The Laboratory’s roadmap to the future needs game–changing technologies that can meet the emerging needs of the nation.
And Livermore is on its way. Tómas Díaz de la Rubia on Thursday outlined the Lab’s five–year roadmap strategy during an all–hands meeting. He said the Lab needs to focus on recruiting and retaining employees.
Even though there is a constant flow of new ideas from Lab employees and the Lab is highly regarded in the external community, Díaz de la Rubia said the Lab is in a funk.
“Right here, right now, something is not working quite right. The Lab’s engine is sputtering,” he said. “We need to get going again doing what we do best – recruiting and retaining outstanding talent in all areas of the Lab, executing on our mission priorities, and innovating for the future.
“We all need to work together to kick start the engine of the Lab.”
Three leaders from the seven Roadmap to the Future thrust areas gave short summaries of what they determined were strategic areas where the Lab needs to move.
Wes Spain, who leads the cyber and space security and intelligence area, said the needs include “real time situational awareness of complex systems; predictive models of computer information systems and a hybrid of human–machine systems that learn from language and images”.
“We need to crack this nut,” he said. “These are significant S&T challenges, but this Lab is uniquely positioned to do well in these areas.”
Julio Friedmann outlined the regional climate modeling and impacts area. “I don’t think people understand how bad it is and how much needs to be done” in terms of climate change, he said. “But this is good news for us because it presents a great opportunity.”
The two key areas are: understanding climate change and its impacts and delivering zero–carbon or low–carbon energy solutions. Friedmann said the Lab is already addressing these issues by investing in better wind prediction capabilities, underground coal gasificaiton combined with carbon capture and sequestration, and carbon capture at its source.
Mike Carter outlined the nuclear threat elimination that is more of a nonproliferation strategy. Key areas include global fissile materials awareness; autonomous forensics; and cradle to grave material modeling. “We need to stop adversaries as early as possible,” he said.
Díaz de la Rubia said future town hall meetings will focus on the other thrust areas: Stockpile stewardship science, biosecurity, LIFE and advanced laser optical systems and applications.
“We’re not at a tipping point; we’re going up,” he said. “We’re ready to change the world, right here, right now.”
And Livermore is on its way. Tómas Díaz de la Rubia on Thursday outlined the Lab’s five–year roadmap strategy during an all–hands meeting. He said the Lab needs to focus on recruiting and retaining employees.
Even though there is a constant flow of new ideas from Lab employees and the Lab is highly regarded in the external community, Díaz de la Rubia said the Lab is in a funk.
“Right here, right now, something is not working quite right. The Lab’s engine is sputtering,” he said. “We need to get going again doing what we do best – recruiting and retaining outstanding talent in all areas of the Lab, executing on our mission priorities, and innovating for the future.
“We all need to work together to kick start the engine of the Lab.”
Three leaders from the seven Roadmap to the Future thrust areas gave short summaries of what they determined were strategic areas where the Lab needs to move.
Wes Spain, who leads the cyber and space security and intelligence area, said the needs include “real time situational awareness of complex systems; predictive models of computer information systems and a hybrid of human–machine systems that learn from language and images”.
“We need to crack this nut,” he said. “These are significant S&T challenges, but this Lab is uniquely positioned to do well in these areas.”
Julio Friedmann outlined the regional climate modeling and impacts area. “I don’t think people understand how bad it is and how much needs to be done” in terms of climate change, he said. “But this is good news for us because it presents a great opportunity.”
The two key areas are: understanding climate change and its impacts and delivering zero–carbon or low–carbon energy solutions. Friedmann said the Lab is already addressing these issues by investing in better wind prediction capabilities, underground coal gasificaiton combined with carbon capture and sequestration, and carbon capture at its source.
Mike Carter outlined the nuclear threat elimination that is more of a nonproliferation strategy. Key areas include global fissile materials awareness; autonomous forensics; and cradle to grave material modeling. “We need to stop adversaries as early as possible,” he said.
Díaz de la Rubia said future town hall meetings will focus on the other thrust areas: Stockpile stewardship science, biosecurity, LIFE and advanced laser optical systems and applications.
“We’re not at a tipping point; we’re going up,” he said. “We’re ready to change the world, right here, right now.”
Comments
So their solution, hire new employees, because the old ones have the place in a funk. The managers have done a superb job, but the second rate lab employees are holding them back. How is this for a suggestion for management: come out and admit how you have f***ed up, full mea culpa, then listen to your employees, jettison most of the managers, then for the managers that are left, have them play a project management role and not dictators, have only 4 or 5 managers that set strategic direction. The fundamental relationship this management team has with the lab employees needs to be revamped. This same team will not be able to "get us out of the funk" when they are the cause of it. GM: clear out the entire management ranks, replace them with insiders who were not managers or outsiders that are not tainted. That is the only way there can be credibility and hope for getting out of the funk you created. I think you can start with those thrust leaders, not one of them is capable.. tired lab hacks that just never, ever, go away, but suck the lifeblood out of the lab.
Yes, NNSA is killing us so why doesn't management get on the phone to the NNSA and complain instead of having an all hands to lay the blame at our feet? Rubia has more than likely just sent morale to a new all time low.
Most people who are capable and bright are just looking for a way to get out and I don't blame them. The outlook for any real improvements is bleak while for-profit LLCs are allowed to manage these labs and NNSA continues to call the shots.
worthwhile to work at the Lab!
You cannot achieve that with 1/4 percent raises and a fat layer of Management!
Why do we think we can change now? We are no longer attracting the best and the brightest, we are swamped with government bureaucracy, and we cost much more than we're worth.
Instead of game changing, we should be thinking game over.
The Lab is not sputtering. It is burning.
IR&D 100 award of the year---
Have an outstanding, experienced University soley run the lab, without the impediment of inexperienced industrial partners.
This will work much better and it will stem the incredible hemorrhage of talent.
Offer excellent benefits and a wonderful new idea, a defined benefit pension plan that is fully funded.
O'mama is a genius!
It is bleeding talent.