Innovation in Software Acquisition: The Good, Bad, and Ugly

Abstract

The Department of Defense (DoD) has recognized that interconnected warfighting systems are vulnerable due to their inability to swiftly adapt to new technologies and effectively combat advanced cyber threats. The commercial sector has developed methods to rapidly and securely implement new software capabilities without significant interference to current operations. Transitioning from entrenched practices, such as exhaustive requirement reviews and protracted capability deliveries, to a more iterative and continuous deployment model poses challenges. Value Stream Management has emerged as a means to identify and address inefficiencies, such as silos and bottlenecks, that hinder the prompt delivery of capabilities to the edge of friction. The initial step towards fostering a culture of innovation and enabling the successful flow of capabilities is identifying and eliminating unnecessary delays and legacy obstacles. A coordinated effort within the DoD is necessary to ensure successful innovation in software acquisition. This effort must include identifying and modifying counterproductive organizational behaviors, empowering lean practices, and employing adaptive change management to increase delivery velocity.