The path to truly new, never-been-done-before things always has failur — Regina E. Dugan

"DARPA was created in 1958, shortly after the Soviet Union launched Sputnik, the first man-made satellite to reach space, sparking a national crisis in the United States. Concern that the Russians had achieved technological superiority led to the formation of the agency. Its founding mission was simple: "to prevent and create strategic surprise.”"

"Over the past 50 years, the Pentagon’s Defense Advanced Research Projects Agency (DARPA) has produced an unparalleled number of breakthroughs. Arguably, it has the longest-standing, most consistent track record of radical invention in history. Its innovations include the internet; RISC computing; global positioning satellites; stealth technology; unmanned aerial vehicles, or “drones”; and micro-electro-mechanical systems (MEMS), which are now used in everything from air bags to ink-jet printers to video games like the Wii. Though the U.S. military was the original customer for DARPA’s applications, the agency’s advances have played a central role in creating a host of multibillion-dollar industries. What makes DARPA’s long list of accomplishments even more impressive is the agency’s swiftness, relatively tiny organization, and comparatively modest budget. Its programs last, on average, only three to five years."

"The DARPA model has three elements: Ambitious goals. The agency’s projects are designed to harness science and engineering advances to solve real-world problems or create new opportunities. At Defense, GPS was an example of the former and stealth technology of the latter. The problems must be sufficiently challenging that they cannot be solved without pushing or catalyzing the science. The presence of an urgent need for an application creates focus and inspires greater genius. Temporary project teams. DARPA brings together world-class experts from industry and academia to work on projects of relatively short duration. Team members are organized and led by fixed-term technical managers, who themselves are accomplished in their fields and possess exceptional leadership skills. These projects are not open-ended research programs. Their intensity, sharp focus, and finite time frame make them attractive to the highest-caliber talent, and the nature of the challenge inspires unusual levels of collaboration. In other words, the projects get great people to tackle great problems with other great people. Independence. By charter, DARPA has autonomy in selecting and running projects. Such independence allows the organization to move fast and take bold risks and helps it persuade the best and brightest to join."

"I do think that speed is part of the innovation process. If ideas arent built on with a sense of urgency, time can pass you by. This isnt just a problem for the government. Its a problem for everyone: The difficulty of making new ideas broadly available. And yet some ideas move quickly. Look at the progression of radio, television, the Internet, the iPod, Facebook. The acceleration in getting to millions of users has gone from 38 years to less than 4. Thats something that weve paid a lot of attention to: How do we increase the speed at DARPA?"

"You cant lose your nerve for the big failure because you need exactly the same nerve for the big success."

"Our lives are so full of activity and "chatter" it’s difficult to find quiet time… Those are the moments that are the most creative for me. The location is less important than the choice to turn other things off. Because I find that the quietest times of my life speak the loudest."