NATO Acquisition and Agency Reform

Abstract

The North Atlantic Treaty Organization (NATO) is an international security alliance that is also an acquisition organization with 14 separate Agencies that develop, procure, or maintain systems for Alliance use. As part of its review of headquarters processes and development of a new Strategic Concept, the Secretary General has spearheaded an effort to reduce the number of Agencies and reform NATO's acquisition processes. The effort will change organizational structures, governance, and delivery of common services for all acquisition efforts. This paper examines this reform effort from the standpoint of organizational change and its strategic management. It assesses the process of Agency Reform in the context of strategic change management and strategy formation. It also examines parallels from organizational restructuring of similar magnitude and intent from a policy and strategic standpoint. The examination finds that the academic literature matches well with NATO's efforts, as documented in its record of decisions and working papers in the Agency Reform effort, both in its success and shortcomings.