The Problem DARPA Was Trying to Solve
In the early 1970s, DARPA (Defense Advanced Research Projects Agency) faced a growing challenge: how to decide which research projects were actually worth funding. Ideas came fast and wide, from AI to stealth tech, but not all were grounded in reality or tied to measurable outcomes.
George Heilmeier, then DARPA director, saw that the agency needed a consistent, rigorous way to assess project proposals. The answer wasn’t more bureaucracy. It was better questions.
How the Catechism Improved R&D Outcomes
The Heilmeier Catechism was born out of a need for clarity, not control. It asked researchers to strip away the fluff and answer nine direct, practical questions before funding would be considered. Questions like:
- What are you trying to do?
- Who cares?
- What are the risks?
This approach forced researchers to connect their vision to impact, feasibility, and cost—without losing ambition.
For DARPA, the results were transformative:
- Projects became easier to compare.
- Proposals were faster to evaluate.
- Communication between scientists and funders improved dramatically.
It became the internal gold standard, and eventually, an external one too.
Lasting Impact on Government Innovation
What started as an internal DARPA tool has since rippled across nearly every agency and research institution. Today, NSF, DOE, NASA, and even civilian innovation teams use the Heilmeier framework to drive decision-making.
It’s not just about defense anymore. It’s about disciplined innovation.
Beyond Defense: Applications in Academia and Industry
The Catechism has found new life outside government.
- Universities use it to vet research funding.
- Startups use it to write investor pitches.
- Fortune 500 companies use it to evaluate innovation proposals.
In short: if you're trying to justify why an idea matters and how it will work, this framework still delivers.