tance also pervades universal think- ing about change involving IT tools and software. Individuals may resist working in cross-functional settings or adopting new processes and ex- press reluctance to change and adapt because they are restricted by policy. The U.S. Army affirms that coach - ing frameworks help reframe authori- ties of functionals and enable shared ownership. By creating a coach- ing culture, the Army embraces the space for honest dialogue and feed- back, and teams can build resilience and adaptability. (Read: “Cultivat- ing a Coaching Culture,” Harvard Business Review. ) Warfighting Acquisition University Courses: Our Goals and Strategies Cross-functional awareness. Un- derstanding the roles, constraints, and contributions of other functions is foundational. Courses like CFT 4200 use microlearning, simulations, and scenario injects to build this aware- ness. But you have to attend and practice the skills. Shared frameworks and tools. The Warfighting Acquisition University AI Simulator, course-of-action devel- opment models, KAIR, and decision lenses all provide common ground for analysis and action as a team-of- teams. They help teams move from discussion to decision with clarity and confidence. Psychological safety. We create en- vironments where team members feel safe to speak up, challenge ideas, and admit mistakes. Tell us what you need to fix at your home unit. We seek no judgment, just solutions. This enables learning, adaptation, and innovation. Alignment with mission. Our cour- ses shift the focus from functional tasks to mission outcomes. The War- fighting Acquisition University’s De - fense Systems Management College uses coaching and facilitated ses- sions to clarify goals, negotiate roles, and build trust while we teach and challenge your simulations with real world injects.
Cross-functional teams are more than a structural innovation—they are a cultural and strategic shift in the workflows of the
Digital Automation and Annotation Age.
Preisser holds a Ph.D. in Engineering and a D.Sc. in Business Operations Management (with emphasis in Aerospace Engineering Manufacturing) from Provident University. The author can be contacted at eileen.preisser@waru.edu . The views expressed in this article are those of the author alone and not the Department of War. Reproduction or reposting of articles from Defense Acquisition magazine should credit the authors and the magazine.
Conclusion Cross-functional teams are more than a structural innovation—they are a cultural and strategic shift in the workflows of the Digital Automa - tion and Annotation Age. Embracing diversity, fostering collaboration, and aligning around mission outcomes can unlock new levels of organiza- tional performance and resilience. In defense acquisition, speed, com- plexity, and stakes are high; the abil- ity to operate as a cohesive cross- functional team is not optional—it’s essential. Through training, coaching, and deliberate practice, we can build teams that not only deliver capabili- ties but transform the way we work. PREISSER has more than 39 years of exper- ience working acquisition programs in the U.S. Intelligence Community, DoD/DoW, and industry. She is a certified executive coach, Polarity Management coach, Engineering and Technical Management professional, program management professional, and professor of Executive Program Management. Preisser is also a faculty member, professor, and learn- ing director at Warfighting Acquisition Univer- sity’s Defense Systems Management College.
Related Resources
– Advanced Acquisition Strategies: Cross- Functional Learning for Acquisition Success (In-person Course) – The Program Manager’s Cross-Functional Training (In-person Course)
44 DEFENSE ACQUISITION MAGAZINE | MARCH – APRIL 2026
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