The U.S. military should adopt a wartime mindset in acquisition— driven by urgency, cost-effectiveness, and results. Bureaucratic bloat should be eliminated, and funding should be relentlessly tied to battlefield effectiveness.
computing, and next-generation wea- pons while enforcing a strict 5 percent annual cost-reduction requirement. Programs failing to meet this stan- dard should not proceed without ex- plicit justification from senior financial oversight bodies. To further drive innovation, the DoD should create “rapid fielding au- thorities” that bypass legacy acquisi- tion delays, ensuring that transforma- tive technologies reach combat forces within months, not years. A public- private investment model should be leveraged to expand defense start-ups and prevent monopolistic stagnation A national missile defense shield is a strategic imperative. The admin- istration has prioritized a modernized, multilayered missile defense system to protect the Homeland and deter ad- versaries like China. This requires in- vestment in cutting-edge tracking and interception systems, but it also de- mands disciplined financial oversight. Recommendation. Missile defense programs should incorporate space- based AI-driven tracking systems to enhance deterrence while meeting the mandated 5 percent annual bud- get reduction. Any deviation should receive explicit approval from OUSD Comptroller and OMB. within the defense sector. Implementing the Golden Dome Moreover, hypersonic defense should be accelerated with adaptive testing models that simulate real- world conflict scenarios, reducing the time from R&D to operational deploy-
ment. An integrated, global missile tracking network should be built to ensure seamless coordination with allied forces. Public-Private Partnerships Public-private partnerships have always played a vital role in U.S. defense superiority. However, they should evolve beyond traditional defense contracting models and in- corporate next-generation solutions, including commercial-sector AI, cy- bersecurity, and automation. The Pen- tagon should drive these partnerships with an unwavering focus on perfor- mance and cost efficiency. Recommendation. The DoD should establish a competitive, results-driven innovation framework that ties con- tractor funding directly to cost reduc- tion and performance metrics. No program should receive continued funding unless it meets strict account- ability and effectiveness thresholds. Incentivizing industry with perfor- mance-based contracts will ensure that taxpayer dollars drive tangible, measurable warfighting advantages. Additionally, the DoD should leverage venture capital-backed partnerships to inject fresh competition into the defense marketplace. Conclusion The days of unchecked defense spending should end. Strength, de- terrence, and Warfighter dominance cannot be achieved through budget expansion alone; they should come through discipline, accountabil- ity, and efficiency. The U.S. military
should adopt a wartime mindset in acquisition—driven by urgency, cost- effectiveness, and results. Bureau- cratic bloat should be eliminated, and funding should be relentlessly tied to battlefield effectiveness. Cut Costs! Enhance Lethality! Win- ning Matters! CASSIDY is a professor of Financial Manage- ment at DAU. He retired as a colonel in the U.S. Army Reserve after serving in his last assign- ment as Deputy Comptroller, Joint Chiefs of Staff. His experience in the Army Acquisition Corps spans both military and civilian finan- cial management. He holds an M.P.A. from the University of Massachusetts at Amherst, an M.S.S. from the U.S. Army War College, a D.M. from the University of Maryland University College, and numerous financial manage- ment credentials. The author can be contacted at sean.cassidy@dau.edu . 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.
DAU Resources • DoD Software Cadre Accelerates Innovation in Acquisition • Forging a a Resilient Future—Unleashing Organizational Ambidexterity • Alternative Acquisition Strategies: Why It Matters
May-June 2025 | DEFENSE ACQUISITION | 27
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