The consequences of the decisions made in government today, largely, will not be known for years to come.
Government bureaucrats, contractors, and consultants keep talking in circles, year after year, decade after decade, always taking one step forward and two steps back when it comes to acquisition for R&D and new capabilities. Meanwhile the system becomes more outmoded every day. At some point incentives, education, and accountability will need to align with the rhetoric, legislation, and need. Transcending the status-quo and changing a system for the better will require COURAGE. Within the DoW bureaucracy courage is rarely rewarded, but conformity frequently is. One does not get a promotion or paid by challenging the system, those are obtained by the following the 'rules'. At some point leadership, not just those at the top, but middle managers too, will need to figure out how to equip and incentivize the workforce to achieve desired outcomes.
Christian, traditionally I would agree with you, but the actions over the last year suggest the leadership team is taking a much more aggressive approach on accelerating deliveries, DOGEing the bureaucracy, and shaping the culture.
the part that doesn't get enough attention is that china's acquisition equivalent has none of this lag. dji went from consumer quadcopter to PLAN reconnaissance asset in roughly 18 months, through SOE channels that don't require milestone B. the 20-year machine isn't just a US problem, it's a comparative disadvantage when the adversary's procurement loop is roughly as fast as a startup's product cycle.
20-year cycle is real but the real choke is requirements churn, not just Congress. When DOT&E rewrites the spec every year the prime burns calendar on paper changes.
The consequences of the decisions made in government today, largely, will not be known for years to come.
Government bureaucrats, contractors, and consultants keep talking in circles, year after year, decade after decade, always taking one step forward and two steps back when it comes to acquisition for R&D and new capabilities. Meanwhile the system becomes more outmoded every day. At some point incentives, education, and accountability will need to align with the rhetoric, legislation, and need. Transcending the status-quo and changing a system for the better will require COURAGE. Within the DoW bureaucracy courage is rarely rewarded, but conformity frequently is. One does not get a promotion or paid by challenging the system, those are obtained by the following the 'rules'. At some point leadership, not just those at the top, but middle managers too, will need to figure out how to equip and incentivize the workforce to achieve desired outcomes.
Christian, traditionally I would agree with you, but the actions over the last year suggest the leadership team is taking a much more aggressive approach on accelerating deliveries, DOGEing the bureaucracy, and shaping the culture.
Glad to hear this. I wish everybody working in acquisition the best. "We shall overcome." ;)
the part that doesn't get enough attention is that china's acquisition equivalent has none of this lag. dji went from consumer quadcopter to PLAN reconnaissance asset in roughly 18 months, through SOE channels that don't require milestone B. the 20-year machine isn't just a US problem, it's a comparative disadvantage when the adversary's procurement loop is roughly as fast as a startup's product cycle.
20-year cycle is real but the real choke is requirements churn, not just Congress. When DOT&E rewrites the spec every year the prime burns calendar on paper changes.