In this podcast episode, Strategic Institute highlights their long standing message of teaming for success. It is widely believed that family is the essential building block of society/civilization, just like a team is for any significant endeavor or enterprise. Federal Acquisition by-and-large does not seem to respect how critical the team is in contributing to success of a program or project. To say that the DoD and FedGov need to revamp their philosophy in regard to assembling effective teams focused on mission is an understatement. DoD’s default is to add layers of bureaucracy, a new innovation cell or some cool new department with “X” in the title – add more bureaucracy. Generally, leadership has been really bad at identifying, creating, and maintaining ‘killer’ teams that can knock-it-out-of-the-park! The focus need not be on creating new, more, or different bureaucracy, but on the smaller pieces, the ingredients – teams!
DoD and FedGov has more senior ‘leaders’ than any other time in history. If they are not assembling effective teams, empowering, equipping, and protecting them so they can best accomplish their mission, then what are they doing?! Seriously, that is literally their job! DoD acquisition needs good people and even better leaders to stand up, take responsibility and use the plethora of tools they have been given. It’s time to think about how they put together teams both internally and with external players too.
Rick Dunn also make a good point that the ‘so-called’ Other Transactions Consortia model functions like condominium and not like consortia at all.
Why do you think DoD and FedGov fails to conceptualize, much less foster excellence in teaming?
More teams, less bureaucracy
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Charles Horwitz
You make a good point. Not sure what problem you’re trying to solve but I have had great experiences that illustrate the value of a team to attack a sticky problem. In fact, I work similar to that now with my small staff. We’re a small team that is doing big things in commercial industry. To your point, once you operate with less bureaucracy but with smart decision making, a lot can get done. So long as missteps are unintentional and not catastrophic, some leeway should be considered. The key to a good team is getting the right folks on the bus, with the right attitude, all rowing in the same direction. Teaming for success is a good mantra.
t. bruneau
Thanks for keeping this going. I find it inspirational.
Supposedly the DAU Magazine will publish something of mine on incentives in the May/June edition.