Science & Innovation
The Leadership Team is fully committed to enabling the Laboratory’s mission while supporting its people, further enhancing the culture, and meeting the goals outlined in the Laboratory Agenda.
Back row (left to right): Stacy McLaughlin, senior director in ALDWP-STEP, representing ALDWP on the day of the photo; Nancy Jo Nicholas, ALDGS; Derrick Montoya, COO, ALDW; Kim Scott, executive officer, DDW; David Teter, ALDICP; James Owen, ALDW; Angela Mielke, executive officer, DDSTE; Bert Gawthorp, LANL general counsel.
Middle row (left to right): Aric Hagberg, CCS division leader, representing ALDSC on the day of the photo; Bret Simpkins, ALDFO; Charlie Nakhleh, ALDX; LeAnne Stribley, ALDBUS; Ellen Cerreta, ALDPS; Kelly Beierschmitt, DDOPS; Unica Viramontes, ALDDPP; Bob Webster, DDW.
Front row (left to right): Mark Anthony, ALDPI; Frances Chadwick, LANL staff director; Thom Mason, LANL director; Mark Chadwick, DDSTE (interim); Steve Coleman, ALDESHQ; Laurie Monfiletto, HR senior director; Pat Fitch, ALDCELS.
LANL uses a comprehensive framework—the Laboratory Agenda—that is aligned with DOE/NNSA strategies and ties the Laboratory’s long-term strategic intent to actionable, near-term milestones with institutional or cross-organizational impacts.
This year's agenda includes a new category: Signature Institutional Commitments (SICs). SICs are areas for large, discretionary investments that will help ensure LANL’s long-term success. The SICs work in tandem with one another and with the Supporting Initiatives in service of one or more Critical Outcomes.
The Laboratory Agenda is updated annually by the Leadership Team (LT), consisting of the Laboratory Director’s Office and the Associate Laboratory Directors. The LT identifies action leaders who coordinate the implementation of each Critical Outcome and report progress to the LT throughout the year.
The Laboratory Agenda communicates institutional priorities that require additional near-term attention and focus, thereby informing decisions at all levels—ranging from institutional investments to organizational strategies to individual performance goals. In parallel, long-term investments in Capability Pillars advance high quality R&D and maintain continued strength in the scientific capabilities underlying all LANL missions.
1 For details of the Laboratory Agenda’s structure and organization, refer to the LANL Management Plan (MSA-MP-001).
2 The mission of Los Alamos National Laboratory is to solve national security challenges through simultaneous excellence.
To solve national security challenges through simultaneous excellence.
To be trusted by our nation, emulated by our peers, and respected by the world.
How we do our work is as important as what we do.
Serving our nation, our partners, our community, and each other.
Demonstrating honesty, ethical conduct, accountable stewardship, and individual responsibility.
Achieving our best by respecting diverse opinions and backgrounds, exploring alternatives, and collaborating with colleagues and partners.
Ensuring safe and secure mission delivery in nuclear security; science, technology, and engineering; operations; and community relations.
Nuclear Deterrence - Lead the nation in evaluating, developing, and ensuring effectiveness of our nuclear deterrent, including the design, production, and certification of current and future nuclear weapons.
Threat Reduction - Anticipate persistent and emerging threats to global security; develop and deploy revolutionary tools to detect, deter, and respond proactively.
Technical Leadership - Deliver scientific discoveries and technical breakthroughs to advance relevant research frontiers and anticipate emerging national security risks.
Trustworthy Operations - Consistently demonstrate and be recognized by diverse stakeholders for trusted and trustworthy operations.
The Laboratory Agenda now includes a new mechanism for making significant progress on larger scale challenges to achieving our Critical Outcomes and Strategic Objectives. Signature Institutional Commitments (SICs) represent a limited set of targets for large, discretionary investments over a period of a few years. After a thorough assessment, the Leadership Team identified five targets for the initial set of SICs:
The five SICs are intended to work in tandem to complement the Supporting Initiatives in many of the Critical Outcomes.