The volume, velocity, and complexity of change is accelerating at an unprecedented rate. New technologies, the proliferation of generative AI, global challenges, and shifting socio-economic landscapes are creating complexities that the federal government has never faced before.

The old ways of doing business simply won’t suffice. We must be agile, adaptable, and forward-thinking. The good news is that we have a federal workforce that is capable of this transformation. Our people are our greatest asset, and they have the passion and the creativity to lead us into the future.

The challenge is not whether our workforce can innovate—it’s whether we can provide them the skills, the motivation, and the environment that empowers them to do so. People need skills, motivation, and the right environment to innovate. As leaders, we need to concurrently move three levers:

• We need to give people the skills and training they need to move from A to B.

• We need to motivate and inspire them.

• We need to give them the budgets, billets, and technologies they need to apply their skills and motivation to innovate and thrive.

Based on these needs, the "Innovate to Win," framework was developed by Defense Acquisition University. It provides a roadmap for fostering innovation across the federal workforce. "Innovate to Win" is a strategic approach designed to embed innovation into the DNA of our organizations through four elements:

• an innovation competencies and skills model

• a self-assessment

• a personalized learning journey

• a playbook to help transform middle managers from the frozen middle to force multipliers of innovation.

At its core, "Innovate to Win" is about three key principles: empowering people, embracing risk, and learning and iterating faster.

First, empowering government employees is about providing them the tools, training, and autonomy they need to think creatively and solve problems in new ways. It’s about cultivating a culture where ideas are welcomed, where experimentation is encouraged, and where failure is seen as a learning opportunity rather than a setback. When we empower our people, we unlock their full potential—and the potential of our agencies and organizations.

Second, embracing risk means that we must be willing to take calculated risks, to step outside of our comfort zones, and to challenge the status quo. This doesn’t mean being reckless; it means being strategic in how we approach uncertainty. It means building a culture where informed risk-taking is not only accepted but celebrated. The greatest innovations often come from those who dared to try something new, especially when success wasn’t guaranteed.

Third, learning and iterating faster is vital. Innovation without execution is just an idea. To truly innovate to win, we must not only generate new ideas but also bring them to life by iterating faster and better. This requires disciplined execution, clear metrics for success, and a relentless focus on delivering value. It’s about turning innovative ideas into tangible outcomes that benefit our citizens and our nation.

Imagine a federal workforce where every employee feels empowered to innovate, where calculated risks are encouraged, and where rigor in iterating is the norm. Imagine the impact this would have on our ability to serve the American people, to protect our nation, and to lead on the global stage.

As government workforce learning and development leaders, you have the responsibility and the accountability to act. These principles—empowering people, embracing risk, and learning and iterating faster—are not just ideas for us to ponder; they are calls to action. You can be the leaders who transform challenges into opportunities, who inspire our teams to reach new heights, and who drive the federal workforce to learn faster and iterate faster in service to our taxpayers and our nation.