In case you hadn’t already picked up on it, today’s title paraphrases Austin Powers, the flamboyant British spy and comedic character created by Mike Myers.
What does a fictional British spy have to do with today’s article on OSS RFPs? It’s a bit of a tenuous link, but let’s give it a go anyway.
Did you know that acoustic horns had a big say in changing the direction of WWII for the British? No? That’s because they didn’t, and nor did acoustic mirrors. But acoustic mirrors did play a part in the story of a technology that did change the course of the war.
In the 1930s, as geopolitical tensions in Europe escalated, the British Air Ministry recognised the urgent need for advanced technologies to enhance national defence capabilities, particularly around aerial surveillance. This quest for effective early warning systems became a paramount concern for British military strategists.
The Air Ministry’s first attempt to address the challenges of aerial surveillance involved a complex, lengthy and costly tender process that specifically described a solution based on acoustic mirrors. These devices, designed to capture and direct sound waves, were believed to offer a viable solution for detecting incoming aircraft as they crossed the English Channel.
The tender was rigorous and outlined highly specific requirements for the acoustic mirror technology, demanding high-performance metrics and operational effectiveness. Various companies and research institutions were invited to submit proposals. Significant resources were devoted to researching and constructing prototypes, some of which still exist today (see below). The British government invested heavily in this unproven technology.
Image courtesy of Wikipedia.
However, as the project progressed, it became increasingly clear that the acoustic mirror technology had significant limitations. The efficacy of the mirrors was severely hampered by environmental factors such as wind, rain, and ambient noise. Ultimately the range of detection was totally inadequate for the rapidly evolving nature of aerial warfare, where speed and altitude of aircraft were advancing quickly. Despite the initial optimism, the acoustic mirrors proved to be a dead-end technology, failing to deliver the desired operational capabilities despite the massive investment of time and resources.
Recognising the shortcomings of the acoustic mirror project, the Air Ministry shifted its strategy in the late 1930s. Instead of pursuing another narrow-focused tender, they opted for a more open-ended approach that sought broader innovation from the market. This decision was pivotal because it allowed for the exploration of alternative technologies and invited ideas from a wider range of scientific and engineering communities.
This second tender led to significant collaboration between military officials and scientists, including Sir Robert Watson-Watt and Arnold Wilkins, who advocated for the development of radar (Radio Detection and Ranging) technology. Watson-Watt’s pioneering work focused on using electromagnetic waves to detect distant objects rather than sound-based detection. (BTW, this interesting wikipedia article implies that the British fear of Germany having “radio death ray” technologies may have actually expedited the development of RADAR as an early warning system).
The Air Ministry’s second, more flexible tender process facilitated an environment ripe for innovation. By engaging with a range of scientists and engineers, the Air Ministry encouraged interdisciplinary collaboration that proved essential for rapid technological advancement. This approach ultimately culminated in the successful development and deployment of radar systems, which became instrumental in the Battle of Britain and significantly improved Britain’s air defence capabilities.
So, that’s an interesting historical account of the origins of RADAR, but what’s the link to OSS RFPs you might be asking?
The takeaway from this narrative for your OSS vendor selection processes is to adopt a straightforward approach that focuses on your core objectives—such as the early identification and defence against hostile aircraft—rather than fixating on what you believe to be the best-known specific technical solution, akin to acoustic mirrors or acoustic horns. Engaging the market in a more open-ended way promises to offer far greater innovation and creative solutions to achieve your goals than you might expect.
When designing your OSS RFP, lead with your objectives, not the horns.
Additionally, developing tender documentation and assessing against objectives becomes much more manageable. Clear objectives provide a guiding vision whereas describing and evaluating a preconceived technical solution can be much more time-consuming.
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