Innovation in Government Business

• It's me. Hi! I'm the Problem... Defense Acquisition ANTI-HEROES

  In this podcast episode, Strategic Institute, discusses why defense acquisition, a well-known weakness in the process for R&D and delivering new advanced capabilities, stays the course despite urgent needs and mandates.  A problem decades in the making, DoD does not acknowledge that systems no longer prioritize mission and purpose, but instead comply with diktats from bureaucratic and special interests, penalizing outcomes.Other Transactions offer the flexibility for an alternative system (R&D, prototyping etc).  They allow teams to prioritize mission.  DoD already has the authorities to do business differently, to collaborate differently – to focus on outcomes, not stupid rules.OTAs allow you to do the the things, but you have to DO the things!

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• More TEAMS Less BUREAUCRACY to Improve Defense Acquisition & What are OT Condominiums?

  In this 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.  What leadership has been really bad at is identifying, creating, and maintaining 'killer' teams that can knock-it-out-of-the-park!  The focus need not be on creating new bureaucracy, but on the smaller pieces, the ingredients - the team.  DoD and FedGov has more senior 'leaders' than any other time in history?  If they are not assembling effective teams, empowering 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 tools they have been given.  It's time to think about how it puts 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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• What is the Purpose of Other Transactions & Why 'so-called OT Consortia suck!

  In this podcast episode, Strategic Institute gets back to basics, asking what is the purpose of Other Transactions, why were they created, what is their 'mission'? The answer, while misunderstood by many, is simple and clear.Additionally, we tackle the 'so-called' OT consortia issue, which generally speaking, are NOT consortia, may not be legal, and have an obvious conflict of interest problem, among others. BUT they are extremely convenient and easy for federal contracting and management offices.  Why are flexible contracts (10 U.S.C. 4022) meant for prototype projects (those involved in prototyping) being awarded to a support services contractor not engaged in prototype activities?  The consortia members, the performers, are not awarded OTs but subcontracts (aka commercial contracts). The OT is being awarded to an entity that does not do prototyping!  The reality is, it's a hack!  This 'easy button' approach, pushed by DoD, has had the consequence of disincentivizing people from exploring, learning, and experimenting with new and different business approaches and collaborative arrangements, and creating more dynamic teams.  Not to mention this action flips the bird to Congress (warfighter & people too) who mandated preferential use of these authorities AND equipping the acquisition workforce to succeed working in a different operational environment - over SEVEN years ago! This has been ignored, while business-as-usual has been protected and continues to be heavily incentivized. The 'so-called' OT consortia model has become a hindrance to innovation, obscuring the potential for both Other Transactions and real consortia.We recognize that some are putting their thinking caps on, even within the current framework, that's awesome! We like seeing critical-thinking and problem-solving applied to acquisition processes. Other Transactions are flexible, they allow teams to create, build, be a part of something more. At this point, just about anything will be better than the mainstream.  Truth be told, if folks remove the shackles, both procedural and mental, and orient themselves on mission, Other Transactions are remain wide open, yet still poorly understood.  The flexibility allows you to do things, but you have to do the things! 

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• The DOGE Effect on Defense Acquisition - Opportunity or Nightmare?

   In this episode, Strategic Institute, discusses the opportunity to make improvements in defense acquisition for R&D and delivering new advanced capabilities by recognizing and jettisoning systems and processes that have become institutionally corrupt, that do not serve its 'purpose', its 'why' or the reason it exists.How will the defense bureaucratic-industrial complex respond to a renewed push to clean up, streamline, and improve how it operates to better deliver for the warfighter, natsec and beyond?  The multi-generational resistance to improvement and straying on its mission to benefit the interests of bureaucrats and contractors has gotten worse in recent years. Due to this, the U.S.A. is falling behind technologically and in its ability actually field the best solutions in a timely or relevant manner.As new technology driven defense companies take the lead and A.I. is implemented, the old business-as-usual acquisition bureaucratic procedures, unable to add value, are becoming irrelevant. This system doesn't need high-paid box checkers towing-the-line, it needs creators, critical thinkers and problem-solvers, and those with business-savvy which it is ill-equipped. The incentives are wrongDoD has failed to train and mentor the next generation of acquisition pros.  Instead, leadership has done what is always has: protect the status-quo, innovate at the fringes, use trendy jargon and internal myth, while blaming others instead rising to the challenge and being accountable.Is now finally the time for defense acquisition to refocus on and prioritize its purpose?

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  37:30
• Don't be a JAG-off | How Government Lawyers can Enable Innovation

  When it comes to innovating federal business practices for R&D and delivering new capabilities a frequently identified roadblock to bettering processes are government lawyers.  Government lawyers tend to err on the side of the bureaucratic myth and lore over actual law, mandate, and need.     In a recent conformation hearing, the new Secretary of Defense used the term JAG-off to describe lawyers and other mid to senior level bureaucrats who put their own career trajectory over what is best for the warfighter, taxpayer, natsec, and the industrial base.   Government lawyers are in a unique position, as they are able to clear pathways to innovation and even lead from the rear.  Instead of the commonplace knee-jerk reaction of saying "no", government lawyers could take the time understand laws and intent, and say, "why not?"

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