human ability to think of new possi- bilities. While AI can generate new ideas and solutions based on existing data, “real” innovation involves the perception and human experience that AI currently lacks. As psycholo- gist and philosopher B. F. Skinner said, “The real problem is not whether ma- chines think but whether men do.” AI can play an important role in supporting innovation by providing frameworks that help inspire creativ- ity. One approach for using AI is to simply consolidate several concepts and generate a new and improved idea. When we conduct the Acquisition Strategy Development Workshop (WSM 014 in the DAU iCatalog ) with intact teams, we always start with a discus- sion of critical thinking. This includes various thinking tools that can be used as the IPT develops the strat- egy concept. We then discuss topics that build on one another, starting with foundational matters such as critical success factors, program pri- orities, market research, framing as- sumptions, risks, opportunities, and technical drivers. Both predictive and generative AI can help the IPT build initial strategy concepts by predicting and generating content with the team in each area. The IPT must determine which content to consider and adopt based on all the background context we discussed previously. Writing the Acquisition Strategy After deciding on the strategy, putting “pen to paper” is another im- portant IPT task. The strategy should be fully documented so reviewers, ap- provers, and stakeholders understand the approach and why it was selected. AI likes using templates and as- sembling content within a prescribed format. AI can draft the document after using prompts to ensure that the software has the necessary in- formation to tell the story. Users can experiment with different methods and prompts to construct the docu- ment since no single recipe exists on
how best to do it. The following sug- gested practices can help elicit a use- ful AI response: • Ensure that AI has significant background and context. Include recent events in “feeding” AI so it is up to date. • Emphasize points that you want included. • Identify statutory, regulatory, and policy considerations that should be included. • Iterate multiple times to refine the document. Document the proven practices and share with others who can benefit. • Ensure that sensitive information and cybersecurity are protected within the AI environment. The Way Forward Efforts are underway to examine the use of AI in developing and writing an acquisition strategy (and other key acquisition documents). We are still learning and, given the potential ben- efits, a coordinated effort could offer significant value. Harnessing the re- sources and expertise from a diverse group across defense acquisition can advance the use of this technology. If we accept the premise that the quality of the acquisition strategy is directly linked with subsequent acquisition outcomes, continued investment in AI and its optimal use can bring big returns on that investment.
Given the objective of capturing lessons learned and best practices, please share your thoughts and feed- back so we can continue this conver- sation. In the meantime, I’m looking forward to seeing how IPTs use this powerful tool to deliver Warfighter capabilities at higher speed and greater value! SCHULTZ is a professor of Program Manage- ment and an executive coach in DAU’s Capital and Northeast Region at Fort Belvoir, Va. The author can be contacted at brian.schultz@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 • SWE 0056 What Is Artificial Intelligence (AI)? • WSM 014 Acquisition Strategy Development Workshop • Artificial Intelligence and the Future of Cybersecurity (Video) • Access to Other Courses on AI Through DAU’s Virtual Campus
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