Special Acquisition Forces & Looking at Defense Acquisition from the Inside Out

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“We accept the reality of the world with which we are presented.” – Christof, The Truman Show

In this podcast episode, Strategic Institute discusses the unique perceptions of contracting, management, teaming, and time etc. within federal acquisition for R&D and for delivering new advanced capabilities.  Federal processes operate under their own logic, frequently divorced from common and broader methods known outside of the ‘Industry’.  It seems, those who have been indoctrinated into these systems, insiders, have had their minds molded to an arcane regulatory system focused on compliance.  For all the fuss, it’s too bad that this system fails to achieve mission goals in a timely, efficient, and cost-effective manner.  It hinders program success, certainly speed.  It is a system focused on processes for process sake, not outcomes, and an entire culture has developed in support.  Those inside appear either fearful or unable to step outside the ‘bubble’ they have created, to apply common sense and smart business principles and approaches for delivering win/win scenarios.  They can’t see the ‘bubble’ they’re in, they think they can, but they really don’t.  The system they have barricaded themselves in doesn’t let in much light.  However, there is no lack of solutions for those who want to come out of the dark.

We briefly discuss Other Transactions, flexible acquisition authorities specifically to enable new and different approaches for delivering the fruits from federal R&D efforts, and how they have been met with resistance by those desperate to put them into a box, before even exploring their potential and opportunities.  OTs, meant to enable new thinking and the creation of a new paradigm, have been met with narrow-mindedness and vigilant preservation of business-as-usual.  OTs have NOT been received by an earnest desire to use the flexibility to level up, instead bureaucrats have been somewhat frantic to turn them into a process, much like the process OTs are meant to remediate.  They are missing the whole point.

Lastly, we discuss Special Acquisition Forces (SAF).  A commonsense approach to exploring the flexibility OTs offer.  Leaders would be wise to focus on assembling teams with the right qualities to perform and equip them to succeed in different operational environments while clearing the way and providing top cover.  This seems to be what’s needed – positive leadership at the various levels, curiosity, and an earnest drive (a substantial mobilizing action) to improve the system.

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