Offers suggestions for changing the acquisition community culture to foster positive and sustained acquisition reform. The post cold war environment and reduced budgets have forced the military to implement acquisition reform. While the Department of Defense has achieved some success, the pace of reform is still relatively slow and some concern exists about the reform's breadth and depth. The research presented here attempts to help matters by proposing core competencies for organizations undergoing change for acquisition reform. These core competencies are derived from a comparison of theory with actual practice.
Results show a selective and tailored use of the change strategies presented.
The JDAM program office placed particular emphasis on creating a sense of urgency, communicating a vision, altering key management processes, and attempting to overcome defensive reasoning. However, the results also suggest that there are overarching core competencies for successful organizational change.