Insights from past Acquisition leaders and comparisons of historical and current technologies.
Accountability is critical—at the heart of this reform is the imperative to hold Capability Portfolio Executives and program managers (PMs) accountable for developing robust, risk-balanced acquisition programs that deliver capabilities in a timely manner. This alignment is not merely a bureaucratic exercise; it is a vital step toward ensuring our Soldiers receive the tools they need when they need them.
After a distinguished 38-year career in the U.S. Army, retired Lt. Gen. Neil Thurgood made the transition from active duty to the private sector. Read about his experience from being the director for the Army’s RCCTO to the private sector, sharing his insights into Army acquisition today.
Acquisition professional education could be more like the rigorous, hands-on rotations at the Army’s combat training centers. Here’s how. by Dr. Charles K. Pickar Tiger Woods made a comeback…
Flexibility in contracting and scheduling delivers capability to warfighter in the optimal time―not necessarily the shortest time. by Robert F. Mortlock, Ph.D., Col., USA (Ret.) “Schedule-driven programs usually fail,” a…
What if multiple brigades of deploying Soldiers suddenly needed combat uniforms? Meeting challenges such as this one, strategically and creatively, before a conflict arises is the true test of readiness…
Invest in more business education for PMs, and reap returns in the short term—good products at an appropriate price—and long—repaired credibility for defense acquisition. by Robert F. Mortlock, Col., USA…
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