based on feedback and support from the Office of the Sec- retary of Defense, particularly through strong partnerships with leaders like Lisa P. Smith. That’s what ensures relevance and impact. Professional education is one of the most powerful le- vers we have, and we don’t use it nearly enough. At IDB, and at DAU, we go beyond policies and procedures. We focus on developing critical thinking, adaptability, and stra- tegic awareness. Executive education today needs to be hands-on, immersive, and cross-sector. It should expose leaders to real-world scenarios and different perspec- tives—from government, academia, and private industry. And it should help shift the mindset from compliance to innovation. Q What advice do you have for acquisition professionals who are hesitant about pursuing executive education during times, such as now, when there’s a lot of organi- zational change? A. Now is the time to double down on executive education. These programs don’t just help people survive organiza- tional change—they help them lead through it. For acquisi- tion professionals, that’s especially important. The return on investment is clear: better outcomes for the Warfighter, delivered faster and more efficiently. Q What in your experience are the most significant barri- ers to increasing participation in executive education among defense civilians and acquisition professionals? And how is IDB working to overcome them? A. Time, funding, and mindset are the big barriers. Lead- ers are often too busy, budgets are tight, and some view education as something that can be postponed. But that perception is risky—especially given the threats we face. At IDB, we’re working with partners across DoD and organiza- tions like DAU to reinforce that executive education isn’t a luxury. It’s a necessity. We can’t afford to delay investing in leadership. Q Can you share specific examples that demonstrate the impact of executive education on mission readiness or innovation within the DoD? A. We’ve seen many IDB graduates return to their organi- zations and apply what they learned—improving logistics, modernizing supply chains, and refining sustainment plan- ning. These are real, tangible outcomes. More and more, leaders want to see a return on investment from education, and rightfully so. Our programs are built to deliver practical tools and insights that can be put into action right away. Q With the DoD push for digital fluency and data analyt- ics, how are your programs adapting to ensure that leaders and workforce members are prepared for emerging technologies and operational challenges?
Too often, education and training are the first things to go when budgets get tight. That’s a mistake.
A. After every course, we update our curriculum to reflect new technologies and threats. We integrate topics like AI, data analytics, and digital sustainment into scenario-based learning. It’s not the traditional lecture format. It’s small, collaborative teams solving real-world problems using tools like AI. And we bring in industry partners—Northrup Grum- man, Viasat, Boeing, Lockheed—to share best practices. It’s about learning side by side, not across an RFP [request for proposal] table. That dynamic is a big part of what makes our programs so valuable. Q What new competencies or areas of expertise do you believe will be most critical for the next generation of defense leaders, and how is IDB positioning itself to meet those needs? A. Tomorrow’s leaders will need to be digitally fluent, strate- gically minded, and able to operate in fast-changing, multi- domain environments. At IDB, we’re focused on developing these skills now through close partnerships with DAU, East Carolina University, the University of North Carolina, and others. We’re preparing leaders not only for today’s chal- lenges but for whatever comes next. Q As president of the Institute for Defense and Business, where do you see the most promising opportunities for public-private collaboration to drive innovation and logis- tics, sustainment and acquisition? And what barriers still need to be addressed to unlock that potential? A. One of the most promising areas for collaboration is predictive logistics and sustainment—especially where AI, digital engineering, and data analytics are involved. Industry leads in many of these technologies, and DoD brings opera- tional expertise. At IDB, we create environments where both sides can come together to share ideas and develop solu- tions. Our programs are intentionally joint and whole-of- government, with growing participation from international partners as well. That level of integration didn’t exist 10 or 20 years ago, but it’s essential today.
July-August 2025 | DEFENSE ACQUISITION | 9
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