the “why” behind the work, provid- ing clear intent, and empowering the team to develop innovative solutions. This fostered a sense of ownership and encouraged critical thinking, enabling the team to find the most effective paths to achieve shared goals. In advocating modern methods, the importance of flexibility and in- dividual work styles was also rec- ognized. Team members were al- lowed to utilize their preferred tools and workflows initially, with gradual guidance toward more integrated and automated approaches. For example, while technical work often began in spreadsheets, these data sources were progressively integrated into evolving models, demonstrating the value of phasing in digital transforma- tion. This allowed the team to gradu- ally acclimate to new tools and pro- cesses while maintaining productivity. Making a commitment to empow- erment extended to onboarding new members. Each new hire received dedicated time with leadership and the team, ensuring that they felt wel- comed, supported, and equipped to contribute from day one. Leading by Example, Clarity, and Planning A shared vision and a strong team are essential but are not enough to guarantee success. Even the most dedicated teams can falter without clear governance structures—and clearly defined roles, responsibilities, and decision-making processes. In anticipation of potential fric- tion as the ION team grew, these structures were established early, even before they became strictly necessary. This proactive approach proved invaluable in navigating the complexities of a program involving multiple contracts, varying scopes of work, and the need to integrate future capabilities. Because ambiguity can breed con- flict, a clear governance framework was provided to ensure clarity and min- imize potential misunderstandings.
Even the most dedicated teams can falter without clear governance structures—and clearly defined roles, responsibilities, and decision-making processes.
Benefits of Early Governance
By leveraging existing knowledge of contract scopes, contractor ex- pertise, and AI-powered analysis tools, comprehensive and clearly defined roles and responsibilities (R&Rs) were developed, outlining each team member’s responsibilities and areas of ownership. This clarity ensured that everyone understood their contributions to the larger ef- fort, minimizing duplicated effort and potential conflict. The develop- ment of R&Rs was collaborative, with team members providing input and reaching consensus on the final structure, thereby fostering trust and a shared understanding. Inspired by joint military doctrine, the concept of lines of effort (LOEs) provided a high-level framework for organizing the team’s work. Each LOE represented a major program thrust, with clearly defined objectives and interdependencies. This structure aligned individual efforts with over- arching strategic goals, ensuring that everyone understood how their work contributed to the bigger picture and facilitated coordination between dif- ferent parts of the program. While clear R&Rs and LOEs pro- vided essential structure, flexibility and collaboration remained para- mount. Team members were en- couraged to view these structures as guides, not rigid constraints, al- lowing for adaptation and optimiza- tion of collaboration and efficiency as needed. This approach recognized that the complexities of digital trans- formation often require adjustments along the way.
The proactive approach to gov- ernance yielded the following key benefits: • Reduced friction and enhanced collaboration. Clearly defined roles and responsibilities mini- mized misunderstandings and po- tential turf wars, fostering a more collaborative and harmonious work environment. • Improved decision-making. The clear governance structure stream- lined decision-making. Team mem- bers knew who held decision-mak- ing authority within their respective areas, which reduced bottlenecks and accelerated progress. • Increased accountability and ownership. With clearly defined roles and expectations, team members felt a greater sense of accountability and ownership, empowering them to take initia- tive and drive progress within their areas of responsibility. By establishing these structural el- ements early on, the ION team main- tained its focus, aligned efforts with strategic goals, and effectively inte- grated new capabilities. This laid the groundwork for a more efficient and adaptable organization that is better equipped to navigate the complexities of digital transformation. Building a high-performing team and establishing clear governance are both crucial, but true transformation requires buy-in from stakeholders at all levels, especially within middle management, often viewed as prone to resist change. Instead of man-
26 | DEFENSE ACQUISITION | July-August 2025
Made with FlippingBook - Online Brochure Maker