Q DoD recently issued a new strategy, an updated policy on the use of data to assess the health of weapon sys- tems and expand the capabilities of business intelligence systems such as Advana. What new skills or mindsets does the acquisition and sustainment workforce need to em- brace and leverage these capabilities? A. We’re seeing a shift across DoD from being data-com- pliant to data-fluent. It’s no longer optional; it’s now part of how decisions are made. At IDB, we’re embedding digital literacy and decision-making skills into every program— whether it’s focused on supply chain, logistics, or process improvement. More and more, leaders won’t take a brief, especially on something like the industrial base, unless it’s backed by solid data. And data doesn’t just strengthen deci- sions; it also makes them more efficient and cost-effective. Q Considering the rapid unfolding of actions across the federal government in response to executive orders and government efficiency, what are the potential ob- stacles to implementing the associated changes within the DoD? A. Cultural inertia is always a challenge in large organiza- tions like DoD. Outdated systems and fragmented authori- ties also slow things down. But we’re seeing progress, espe- cially through executive orders that aim to clear obstacles and modernize structures. Replacing legacy IT systems and streamlining authority are important steps. At the same
time, as the workforce shrinks, we need to invest in those who remain and give them the tools and education they need to make smart decisions quickly. That’s the only way to keep pace with demand. Q Given the Fiscal Year (FY) 2025 continuing resolution and the new administration’s incorporation of resourc- ing priorities within the FY 2026 budget, what advice would you have for the acquisition and sustainment workforce in this time of heightened uncertainty? A. Stay focused on the mission. In times of budget uncer- tainty, it’s easy to get distracted or start cutting professional development. But this is exactly when we need to invest in our people. Too often, education and training are the first things to go when budgets get tight. That’s a mistake. We should double down on developing talent during these peri- ods. It’s what enables us to adapt and lead through change. Q How do you currently see executive education pro- grams such as those offered by IDB, DAU, and others addressing this need that you’ve mentioned? A. There are many executive education programs out there, but not all are equally effective. Some have large overheads, aren’t very agile, and can’t adapt quickly enough to meet evolving needs. Programs today need to be responsive and aligned with the real-world demands leaders face. At IDB, for example, our LOGTECH program continues to evolve
Marine Lt. Gen. William M. Faulkner (Ret.) speaks at the 2024 Annual IDB Executive Fellows induction ceremony in Washington, D.C. Source: The Institute for Defense and Business
8 | DEFENSE ACQUISITION | July-August 2025
Made with FlippingBook - Online Brochure Maker