Military acquisitions seem so simple. Yet, history shows multiple instances where every service fell short. The critical factor in successful acquisitions across all services is strong leadership. Successful leadership requires conquering three difficult challenges: treating acquisitions as complex systems, building trust, and negotiating beyond the chain of command. Approaching acquisitions as complex systems allows leaders to dispel beliefs that acquisitions are simple and implement probe, sense, respond approaches to solve system problems. Building trust requires transcending turnover, embracing accountability, and preaching successes so leaders can rebuild trust and gain autonomy. Also, building trust demands that leaders modify optimistic tendencies, adapt during changes, and delegate authority. Finally, military acquisition leaders must influence decisions by negotiating with contractors, within the program office, and with congress. The article draws conclusions and posits four specific recommendations to assist leaders in conquering the three critical acquisition challenges. The goal for military acquisition leaders is to gain the autonomy to move fast while possessing the authority to make necessary decisions. Achieving this goal requires strong leadership that understands the process and people well enough to increase influence and build the required trust to survive future non-linearities tied to acquiring complex systems.
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