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All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗
NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗
DOE OSTI2020

Modeling Photovoltaics Innovation and Deployment Dynamics

PV’s historically rapid cost reduction is exceptional among technologies. Further cost reductions could play a major role in increasing deployment in the future. To enable such cost reductions, new modeling frameworks are needed to understand the determinants of innovation in PV. In this project, we study the mechanisms driving PV module and system cost reductions, delving deeply into the specific technological innovations that have occurred in the past and the policies that encouraged them, and also opportunities for future cost reduction and widespread deployment. The project contributes new fundamental insight on the determinants of technological innovation by developing novel methods and insights that are generalizable and can therefore be applied to other technologies. The results will allow policy makers, engineers, and other stakeholders to better prioritize their efforts and investments in the future. The project is organized around four journal articles as described below. The first article [1] identifies ‘low-level’ (e.g. conversion efficiency improvement) and ‘high- level’ (e.g. R&D efforts) mechanisms of cost reduction in PV systems (Tasks 1-4). This work builds on a previous DOE grant, where we developed a framework for technological innovation leading to PV module cost reduction [2]. We advance a method to disentangle the contributions of physical (‘hardware’) and non-physical (‘soft technology’) changes. Our results uncover reasons behind the relatively slow evolution of soft technology and can inform new innovation approaches to these technologies. The second article [3] identifies specific engineering or institutional innovations that enabled the low-level mechanisms of cost reduction in PV module and balance-of-systems (BOS) (Tasks 5, 9, 10). We identify 85 innovations and connect them to the cost variables they affected. By developing an innovations typology, this study shows the differences between the types of innovations affecting PV modules and BOS components. Finally, by analyzing the industry origins of innovations, this study also finds that PV was well-positioned within an ecosystem of continuously advancing technologies. The third article [4] studies prospective cost reduction opportunities (Task 10). We explore how design approaches that emphasize standardization and automation, such as plug-and-play PV systems, can create cost reduction opportunities by reducing interactions and speeding up activities with high process costs. We show that this can lead to cost reduction in cost components with the most untapped opportunity for improvement such as installation labor, overhead, electrical BOS, and customer acquisition. The fourth article [5] analyzes how various policies supporting PV deployment and R&D contributed to PV’s cost improvement by enabling high-level mechanisms, specific innovations, and ultimately low-level mechanisms of cost reduction (Tasks 8, 13, 14). We investigate examples from different countries and connect these policies to quantifiable cost change mechanisms. Our study sheds light on the roles that different nations played over time, through a diverse set of policy approaches.

14 SOLAR ENERGY↗
NASA NTRS2017

The Quest for Engineering Innovation at NASA's Marshall Space Flight (MSFC)

A recent NASA team, chartered to examine innovation within the Agency, captured the meaning of the word innovation as the "application of creative ideas to improve and generate value for the organization". The former NASA Administrator Charles Bolden shared his own thoughts about innovation in a memo with all employees that stated, "At NASA, we are dedicated to innovation, bold ideas, and excellence." Innovation turns out to be one of the major driving forces behind the work produced at NASA. It seems failure is often what has driven NASA to be more innovative. Fifty years ago, the Apollo 1 tragedy killed three astronauts when fire erupted in their command module. NASA had to bear the responsibility of such loss and at the same time work smarter in order to obtain the dream to reach the moon by the end of the 1960s. Through this circumstance, NASA engineers developed a revolutionary replacement for the combustible nylon astronaut suits so the Apollo program could continue. A material called Beta Cloth was born. This material was used to produce noncombustible space suits for all Apollo astronauts, enabling the United States to ultimately land 12 Americans on the moon. Eventually this material was used as the roof system in the Denver International Airport, showing relevance and applications of NASA innovations to real-world need. Innovative ideas are also driven by the need to accomplish NASA missions and to improve the way we produce our products. MSFC engineers are advancing technologies in additive manufacturing of liquid rocket engines in order to reduce the number of parts, design time, and the cost of the engines. NASA is working with academia to eliminate the need for miles of sensor cables by investigating innovations in wireless sensors. In order to enable future exploration missions to Mars, MSFC engineers are pursuing innovative approaches in diverse areas such as the use of ionic liquids for life support systems and composite cryogenic tanks, very low leakage valves to contain propulsion fluids, and natural, non-toxic inhibitors to eliminate the buildup of biofilms in the water systems planned for future crewed Mars missions. Although results are encouraging, we cannot rest on our past accomplishments. In order to overcome breathtaking technical challenges in space exploration, we must continue to promote a culture supporting growth, breakthroughs and disruptive innovations.

Turner, James E.↗
DOE OSTI2014

TU-E-BRD-01: President’s Symposium: The Necessity of Innovation in Medical Physics

This abstract will not blow you away, but speed-painting presenter Erik Wahl will certainly make a truly unique AAPM symposium that you will not want to miss. Along with clinical director John Bayouth and scientific leader Jeff Siewerdsen, this session will highlight innovation. To avoid being button pushers and irrelevant investigators of yesterday’s science, we must innovate. This is particularly challenging in the changing landscape of declining research funding and healthcare reimbursement. But all hope is not lost, Medical Physics is a field born out of innovation. As scientists we quickly translated the man-made and natural phenomena of radiation into a tool that could diagnose broken bones, locate foreign objects imbedded within the body, and treat a spectrum of diseases. As hyperbolae surrounding the curative powers of radiation overcame society, physicists continued their systematic pursuit of a fundamental understanding of radiation and applied their knowledge to enable the diagnostic and therapeutic power of this new tool. Health economics and the decline in research funding have put the Medical Physicist in a precarious position: how do we optimally participate in medical research and advanced patient care in the face of many competing needs? Today's diagnostic imaging and therapeutic approaches are tremendously sophisticated. Researchers and commercial vendors are producing technologies at a remarkable rate; to enable their safe and effective implementation Medical Physicists must work from a fundamental understanding of these technologies. This requires all of us, clinically practicing Medical Physicists, Researchers and Educators alike, to combine our training in scientific methods with innovation. Innovation is the key to our past, a necessity for our contemporary challenges, and critical for the future of Medical Physics. The keynote speakers for the 2014 AAPM Presidential Symposium session will address the way we approach these vitally important technologies for diagnosis and therapy into opportunities to innovate. The speed-painting artist and lecturer Erik Wahl will finish the symposium with a fast-paced and entertaining presentation on embracing the future by creating disruptive innovation strategies. Learning Objectives: Identify connection between Medical Physics and Innovation. Understand how Innovation enables Clinical Medical Physicists to implement novel technologies. Learn how innovative Medical Physics solutions can address significant and relevant challenges in science. Become inspired to pursue a new scientific understanding, positive change in clinical practice, and benefit to patients.

60 APPLIED LIFE SCIENCES↗
DOE OSTI2024

Quantifying the Value of Technology and Policy Innovation in Water Resource Portfolios

Abstract Recent water infrastructure planning models demonstrate that explicitly accounting for hydrological changes in long‐term water planning reduces costs and increases system robustness. However, current models do not consider the effects of other changes occurring in the system over long time horizons, namely technology and policy innovation. By leveraging state‐of‐the‐art dynamic control techniques, we propose a suite of tools that explicitly relate hydrologic change, technology innovation, and policy interventions to system‐level water costs. We design robust and cost‐optimal strategies for water supply expansion under hydrological variability and hundreds of plausible innovation states, for example, treatment cost and diversification improvements, deployment times, and demand reduction campaigns. Our approach circumvents the need to pre‐assign probabilities to innovation scenarios and, instead, directly calculates the effects of technology, policy, and hydrology variations on system cost and planning strategies to identify avenues of impactful innovation. These tools can support technology development hubs, urban, state, and federal water planners in anticipating cost implications of technology and policy innovation at the local level, and prioritizing high‐impact innovation goals based on quantitative targets. Results for the case study of Santa Barbara, California identify high‐value innovation attributes for the city as well as combinations of innovation attributes across technologies and policies, and quantify their potential utility cost reductions.

13 HYDRO ENERGY↗
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↗
DOE OSTI2021

Innovation

Innovation is a highly overused buzzword in government offices and corporate America. Just like leadership, innovation is something that organizations realize they need, but often are frustrated in their efforts to achieve. Making matters worse, the definition of innovation changes with the user and the context. Simply put, innovation is change and change for any organization is difficult. This study examines the topic of innovation and pays special attention to what works, what does not work, and the basic principles governing how one might go about innovating. As leadership is critical to any successful innovation effort, special attention is given to leading change and leading innovation. ''The reasonable man adapts himself to the world; the unreasonable one persists to adapt the world to himself. Therefore, all progress depends on the unreasonable man.'' - George Bernard Shaw

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2022

The Role of Innovation in the Electric Utility Sector

Innovation is essential for future power systems to be safe and secure, clean and sustainable, affordable and equitable, and reliable and resilient, according to a recent National Academies report. But state regulatory reforms are needed to encourage adoption of new technologies to support evolution of the nation’s power systems.1 Berkeley Lab's report, The Role of Innovation in the Electric Utility Sector, provides consumer, labor, utility, third-party provider, and clean technology consultant perspectives on this theme. To achieve state targets for clean energy and greenhouse gas emissions, some state regulatory utility commissions are exploring new approaches to spur innovation: -For utilities, regulatory and marketing flexibility, increased funding for demonstration projects, and performance-based ratemaking including multi-year rate plans -For third parties, ways to provide utility customers with innovative products and services directly Among the questions the report addresses: 1. How are consumer advocate views evolving with respect to innovative regulatory and ratemaking approaches? 2. How can utility decarbonization and grid modernization initiatives provide opportunities for local communities and workers to receive tangible benefits and facilitate community support for siting electricity infrastructure? 3. How are electric utilities partnering with technology companies to provide innovative energy management services and sustainable energy solutions for utility customers? 4. What regulatory innovations are public utility commissions exploring to enable third-party providers to participate in the transition to a modern electric system? 5. What regulatory changes are needed to enable innovative solutions from utilities and third parties at the necessary speed and scale to meet state decarbonization goals? The report is the 13th in the Future Electric Utility Regulation series, which taps leading thinkers to tackle complex regulatory issues for electricity. 1 National Academies of Sciences, Engineering, and Medicine. 2021. The Future of Electric Power in the United States. The National Academies Press.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
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↗
DOE OSTI2016

Planning for a Distributed Disruption: Innovative Practices for Incorporating Distributed Solar into Utility Planning

The rapid growth of distributed solar photovoltaics (DPV) has critical implications for U.S. utility planning processes. This report informs utility planning through a comparative analysis of roughly 30 recent utility integrated resource plans or other generation planning studies, transmission planning studies, and distribution system plans. It reveals a spectrum of approaches to incorporating DPV across nine key planning areas, and it identifies areas where even the best current practices might be enhanced. (1) Forecasting DPV deployment: Because it explicitly captures several predictive factors, customer-adoption modeling is the most comprehensive forecasting approach. It could be combined with other forecasting methods to generate a range of potential futures. (2) Ensuring robustness of decisions to uncertain DPV quantities: using a capacity-expansion model to develop least-cost plans for various scenarios accounts for changes in net load and the generation portfolio; an innovative variation of this approach combines multiple per-scenario plans with trigger events, which indicate when conditions have changed sufficiently from the expected to trigger modifications in resource-acquisition strategy. (3) Characterizing DPV as a resource option: Today's most comprehensive plans account for all of DPV's monetary costs and benefits. An enhanced approach would address non-monetary and societal impacts as well. (4) Incorporating the non-dispatchability of DPV into planning: Rather than having a distinct innovative practice, innovation in this area is represented by evolving methods for capturing this important aspect of DPV. (5) Accounting for DPV's location-specific factors: The innovative propensity-to-adopt method employs several factors to predict future DPV locations. Another emerging utility innovation is locating DPV strategically to enhance its benefits. (6) Estimating DPV's impact on transmission and distribution investments: Innovative practices are being implemented to evaluate system needs, hosting capacities, and system investments needed to accommodate DPV deployment. (7) Estimating avoided losses associated with DPV: A time-differentiated marginal loss rate provides the most comprehensive estimate of avoided losses due to DPV, but no studies appear to use it. (8) Considering changes in DPV's value with higher solar penetration: Innovative methods for addressing the value changes at high solar penetrations are lacking among the studies we evaluate. (9) Integrating DPV in planning across generation, transmission, and distribution: A few states and regions have started to develop more comprehensive processes that link planning forums, but there are still many issues to address.

14 SOLAR ENERGY↗
DOE OSTI2016

Planning for a Distributed Disruption: Innovative Practices for Incorporating Distributed Solar into Utility Planning

The rapid growth of distributed solar photovoltaics (DPV) has critical implications for U.S. utility planning processes. This report informs utility planning through a comparative analysis of roughly 30 recent utility integrated resource plans or other generation planning studies, transmission planning studies, and distribution system plans. It reveals a spectrum of approaches to incorporating DPV across nine key planning areas, and it identifies areas where even the best current practices might be enhanced. 1) Forecasting DPV deployment: Because it explicitly captures several predictive factors, customer-adoption modeling is the most comprehensive forecasting approach. It could be combined with other forecasting methods to generate a range of potential futures. 2) Ensuring robustness of decisions to uncertain DPV quantities: using a capacity-expansion model to develop least-cost plans for various scenarios accounts for changes in net load and the generation portfolio; an innovative variation of this approach combines multiple per-scenario plans with trigger events, which indicate when conditions have changed sufficiently from the expected to trigger modifications in resource-acquisition strategy. 3) Characterizing DPV as a resource option: Today’s most comprehensive plans account for all of DPV’s monetary costs and benefits. An enhanced approach would address non-monetary and societal impacts as well. 4) Incorporating the non-dispatchability of DPV into planning: Rather than having a distinct innovative practice, innovation in this area is represented by evolving methods for capturing this important aspect of DPV. 5) Accounting for DPV’s location-specific factors: The innovative propensity-to-adopt method employs several factors to predict future DPV locations. Another emerging utility innovation is locating DPV strategically to enhance its benefits. 6) Estimating DPV’s impact on transmission and distribution investments: Innovative practices are being implemented to evaluate system needs, hosting capacities, and system investments needed to accommodate DPV deployment. 7) Estimating avoided losses associated with DPV: A time-differentiated marginal loss rate provides the most comprehensive estimate of avoided losses due to DPV, but no studies appear to use it. 8) Considering changes in DPV’s value with higher solar penetration: Innovative methods for addressing the value changes at high solar penetrations are lacking among the studies we evaluate. 9) Integrating DPV in planning across generation, transmission, and distribution: A few states and regions have started to develop more comprehensive processes that link planning forums, but there are still many issues to address.

14 SOLAR ENERGY↗
DOE OSTI2019

Getting Innovation Right in the Strategy for Long-Term Competition (Workshop Summary)

On April 16 and 17, the Center for Global Security Research (CGSR) at Lawrence Livermore National Laboratory (LLNL) hosted a workshop to better understand the relationship between defense strategy and emerging innovation. A primary objective of the workshop was to uncover which processes foster innovation that can help the United States outcompete adversaries and bolster national security. The workshop brought together 63 participants from across the policy, military, and technical communities. Panelists addressed U.S. innovation strategy and inter-departmental initiatives, adversaries and innovation, drivers of technology strategy, private-public collaboration, and ally innovation. The conversation shifted to identify obstacles standing in the way of effective innovative policy, and how any long-term strategy must adjust accordingly to ensure innovative might.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
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 OSTI2015

Project acceleration through the application of innovation on the pile fuel storage pond at Sellafield - 15060

The Pile Fuel Storage Pond (PFSP) at Sellafield was built between 1948 and 1950 to receive, store and de-can fuel and isotopes from the Windscale Piles. Since closure of the Piles in 1957, the facility has been used to store materials from the UK nuclear programme. The pond has built up a large inventory of miscellaneous items and pond sludge, which combine to create a challenging nuclear clean up job. To enable clean up, the operator required a capability to encapsulate the pond sludge for long term storage, the operator initiated a project. Applying conventional project delivery processes resulted in an unacceptable cost and schedule for provision of this capability. To address this issue, the project to deliver the plant was restarted with a study to look at the selection of process routing for the sludge. In the decision making processes for this study increased weighting was given to innovative re-use of existing facilities and speed of deployment. Innovation was also applied to the study process to enable early option selection where this was clearly of benefit. This focus on innovation produced the first significant improvement for the project with the scheme selected offering a 30% reduction in baseline cost and schedule. The focus on schedule acceleration was carried through into the early design phases of the new project. In the concept stage process simplification was achieved through functional analysis of the plant combined with a drive to utilise technology and learning from other industries. This resulted in a plant concept which could be delivered more quickly than the baseline schedule with a high level of confidence. Once the main benefits associated with innovation of the plant concept had been achieved focus was switched to how the project was to be delivered. The project looked at where delivery in the nuclear environment tended to be complex and time consuming. Focusing on these areas and learning from other industries led to significant innovation in delivery processes, with particular success in the rigorous application of value transition point analysis and minimisation of onsite works. The combination of innovative design and delivery processes led to a further reduction in the project baseline cost and schedule. Application of engineering innovation, focused on engineering simplification and challenge of the engineering norms, reduced the cost of the project by English Pound 50 m (65%) and reduced the schedule for delivery by over 3 years. The project has been recognised as an exemplar of how to apply the 'decommissioning mind-set', which is the cultural change being targeted by Sellafield Ltd to deliver the decommissioning of its high hazard facilities. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
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↗