Acquisition Transformation Best Practices: Workforce, Culture, and Decision Quality as the Engines of Mission Delivery

Abstract

The Department of War’s Acquisition Transformation Strategy focuses on eliminating unnecessary processes, improving collaboration, and enabling the acquisition workforce to deliver faster and more effective mission results. The keystone to this seismic shift is the acquisition workforce, the people who build and buy weapons systems. To succeed, the acquisition community should apply transformation science which examines how lasting change occurs, including the conditions, behaviors, and systems that support it. Drawing from direct experience supporting ACAT I programs and federal civilian workforce engagement initiatives, we present case-study-driven transformation best practices. Sustainable transformation demands targeted workforce initiatives including rotational assignments, blended career paths, and empowerment of program offices to tailor enterprise strategies. Institutionalizing scenario-driven training, critical thinking, and risk-embracing leadership prepares acquisition professionals to operate with authority, flexibility, and speed. By anchoring performance to mission goals, deploying psychometric assessments, and promoting open communication, acquisition organizations can achieve measurable cultural transformation as demonstrated by the MRAP program’s documented workforce culture improvements and the Department of Labor’s dramatic improvement in Federal Employee Viewpoint Survey scores. This blend of proven human capital practices and systemic workforce transformation delivers innovative solutions at the speed, scale, and quality required to maintain strategic advantage for America’s warfighters.