progress and stifling innovation. The ION program addressed this chal- lenge by prioritizing cross-functional alignment from the outset. Recognizing that strategic goals require contributions from multiple teams with varying timelines and expertise, a proactive dependency mapping exercise was incorporated into the planning process. Each team, while developing its own roadmap, considered how its work might impact or rely upon the efforts of other teams. This fostered shared ownership and allowed for early identification of po- tential roadblocks and dependencies. With limited resources and a wide range of stakeholders across the USSF, prioritization was essential. By prioritizing key tasks and maintaining a transparent backlog, the team man- aged expectations, communicated constraints, and ensured alignment with the organization’s most criti- cal needs. This transparency helped stakeholders understand the decision- making process and fostered a sense of shared purpose. Embracing Agile Methodologies Agile methodologies, with their emphasis on iterative development, continuous feedback, and rapid adap- tation, are well suited for the dynamic nature of digital transformation. How- ever, simply adopting agile terminol- ogy without embracing its underlying principles is insufficient. True agility requires empowering teams and removing bottlenecks. Moving away from a traditional “gatekeeper” mentality, the pro- gram manager empowered the team to share work in progress, even if it wasn’t fully polished. This facilitated early feedback, faster iteration, and a greater sense of ownership among team members, accelerating the over- all development process. A Gentle Nudge Toward Modernity Perhaps the most persistent chal- lenge in digital transformation is over-
coming cultural resistance. Ingrained habits, comfort with the familiar, and fear of the unknown can fuel push- back against new ways of working. Instead of directly confronting re- sistance, a more nuanced approach proved more effective than directly confronting such resistance. The fol- lowing strategies can prove effective: • Celebrate early adopters. Publicly acknowledging and celebrating those who embraced new tools and processes created positive re- inforcement, highlighted the ben- efits of change, and encouraged wider adoption. • Humor as a bridge. Using humor to gently nudge those resistant to change helped to disarm their ap- prehension and create a more re- ceptive environment for new ideas. This lighthearted approach made the transition feel less threatening and more approachable. • Subtle reminders of existing resources. When individuals re- verted to old habits, like requesting via email some information already available in shared workspaces, gentle reminders helped raise self- awareness without resorting to reprimands and fostered a culture of learning and adaptation. By combining strategic planning, agile methodologies, and a nuanced understanding of human behavior, the ION program successfully navigated the complexities of digital engineer- ing within the USSF. While the path wasn’t always smooth, our flexible, adaptable, and people-centric ap- proach facilitated significant prog- ress, laying the groundwork for a more agile, innovative, and digitally capable organization. A Path Forward The journey toward a digitally transformed DoD is not about chas- ing fleeting technological trends; it’s about fundamentally changing how we think, work, and lead. It requires empowering individuals, breaking down silos, embracing agility, and fos- tering a culture of continuous learn-
ing and innovation. The ION program within the USSF serves as a compel- ling example of what’s possible when these principles are put into practice. By building a high-performing team, establishing clear governance, securing buy-in from stakeholders, and embracing agile methodologies, ION has demonstrated that even complex, deeply ingrained challenges can be overcome. The lessons learned from ION offer a practical roadmap for other organizations within the DoD seeking to navigate the com- plexities of digital transformation. While the path may not always be easy, it is achievable. By confronting outdated practices, challenging the status quo, and leading by example, we can build a more agile, innovative, and resilient future for the DoD and the nation it serves. The future of de- fense depends on it. WERNER leverages over a decade of experi- ence across the U.S. Space Force, Air Force, and the National Reconnaissance Office to tackle complex space system challenges. He currently leads digital service execution for the Space Force, applying expertise in informa- tion technology architecture, system integra- tion, acquisitions, engineering, and operations. Werner also offers consultation to help DoD pro-grams and defense contractors navigate acquisitions, program execution, and digital transformation.
The author can be contacted at caleb.werner.2@spaceforce.mil .
The views expressed in this article are those of the author alone and not the Department of Defense. Reproduction or reposting of articles from Defense Acquisition magazine should credit the authors and the magazine.
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