Innovation in Government Business

• Consequences of Knowledge is Power, Growth & Evolution even in Federal Acquisition

  In this podcast episode, Strategic Institute, discusses what has been largely missing in the attempts to use mandated flexible authorities to improve federal acquisition for R&D and delivering new capabilities - KNOWLEDGE.  In the rush to use these authorities as a 'work-around' 'hack' 'easy button' or turn them into a process an important steps have been missed.  Namely the acquisition of knowledge through education, exploration and experimentation.  This has occurred for numerous reasons.  However, if leadership and professionals are serious about earnestly improving outcomes it equipping themselves with knowledge, empowerment, is essential.  What do you think?  Should Federal Acquisition pros just go along with whatever the rhetoric says, or should they seek to become knowledgeable and share it?      

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• How do WE get Smart People Doing Intelligent Things in Federal Acquisition for R&D?

  In this podcast episode, Strategic Institute, discusses applying critical thinking to federal acquisition processes for R&D and delivering new capabilities.  Featured are ideas of using flexible acquisition authorities to explore new business approaches and collaborative arrangements, the notion that you can't solve a problem with the same thinking that created it, what defines intelligent action, being trapped in institutional corruption, and finally how the Space Shuttle program hindered low cost access to space.  Side note: We will be offering a $199 three hour virtual training on Other Transactions with the literal pioneer of OTs and the team that has spent thousands of thought hours behind OT education. Limited time offer.    

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• Will New Thinking Ever be Applied to Federal Acquisition?

  In this episode, Strategic Institute, reiterates their main points: that focus on new concepts and ideas in 'teaming' to make the best use of talent and better fulfill mission goals, and applying critical thinking to the use of flexible acquisition authorities.  These ideas have been broadly rejected by bureaucrats and insiders who vehemently protect the status-quo of 'teams' remaining in their silos fulfilling their functionary duties, keeping them separated, and applying compliance oriented FAR-think to hurry up and create process out of flexibility before understanding the potential and opportunities.  The question remains, is the current thinking which has essentially gone unchanged for decades (50+ years), really the right approach as insiders would have us believe?  Without even a small shake up in thought, much less a revolution, will efforts to 'streamline' the FAR and the use of flexible acquisition authorities for R&D produce more of the same?  Predictably, yes.  How can it not?    This moment in time is brimming with opportunity and the need for change has never been more pressing, yet bureaucrats and insiders seemingly are unable to operate outside of a process (compliance) for process sake...  Prioritizing mission  and goals, assembling high performing teams, and exploring the flexibility Congress has provided (and mandated) is either too hard and too much or simply not incentivized and championed?  What do you think?     

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• Special Acquisition Forces & Looking at Defense Acquisition from the Inside Out

  In this episode, Strategic Institute discusses the unique perceptions of contracting, management, teaming, and time etc. within federal acquisition for R&D and for delivering new advanced capabilities.  Federal processes operate under their own logic, divorced from common and broader methods known outside of the ‘industry’.  It seems, those who have been indoctrinated into these systems ‘insiders’ have had their ideas and perceptions molded to an arcane regulatory system focused on and demanding compliance.  For all the fuss, it’s too bad that this system fails to achieve mission goals in a timely, efficient, and cost-effective manner.  It hinders program success, certainly speed.  It is a system focused on processes, not outcomes, and an entire culture has developed around it.  Those inside appear unable to step outside the ‘bubble’ they have created and apply common sense and smart business principles and approaches for delivering win/win scenarios.  They can’t see it, they think they can, but they don’t.  The system they have barricaded themselves in doesn’t let in much light.  However, there are solutions.   We briefly discuss how Other Transactions, flexible acquisition authorities to enable new and different approaches to deliver the fruits from federal R&D, and how they have been met with resistance by those desperate to put them into a box, before even exploring the potential and opportunities.  OTs, meant to enable new thinking and the creation of a new paradigm, have been met with narrow-mindedness and prioritizing the preservation of the current system.  OTs have NOT been met with an open mind or an earnest desire to use the flexibility provided to level up.        Lastly, we discuss Special Acquisition Forces (SAF).  A commonsense approach to exploring the flexibility OTs offer.  Leaders would be wise to focus on assembling teams with the right qualities to perform and equip them to succeed in different operational environments while clearing the way and providing them top cover.  This seems to be what’s needed – leadership at the various levels, curiosity, and an earnest drive to improve the system.      For More:  https://strategicinstitute.org/

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• Defense Acquisition Superheroes: Rise to the Challenge and Bring Home the Win

  In this podcast, Strategic Institute highlights the opportunities, mandated by Congress (2018 & 2023) and now the President (2025), to use flexible acquisition authorities and create teams (Special Acquisition Forces) to explore, experiment with new and different business approaches and collaborative arrangements to improve speed and deliver better solutions and value for the warfighter, taxpayer, natsec and posterity.The flexibility Other Transactions Agreements (OTA) allow is just that FLEXIBILITY, it is up to leadership and the workforce to discover how to best apply this freedom to accomplish mission (project) goals.It has been said, that “Freedom is the Special Sauce” behind America’s success in business and more broadly. Operating in 'Freedom of Contract' mode is very different, antithetical even, to the current regime overly focused on compliance with a highly-regulated purchasing system (even for R&D). However, the defense industry has the talent to make the best of these freedoms. Leaders need to reorient thinking and recognize, assemble, and equip program teams for success. In this case, doing the next right thing is simple, unlearning old habits and misinformation is the hard part.   

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