![]() Congress should appropriate money to DoD with fewer but larger discrete budget line items and reset reprogramming authorities so that acquisition professionals have greater flexibility. We recommend that five DoD program executive offices be empowered to operate in a portfolio model so that they can more easily shift funding among possible products that meet their mission needs. To that end, the DoD should adapt the way it conducts its acquisition programs to provide additional flexibility in the year of execution, and Congress can authorize that flexibility. To address the DoD’s innovation adoption challenge in light of the urgency of the geopolitical environment we face, this interim report advances ten policy recommendations for Congress and the Pentagon, focusing on the three key areas of reforming acquisition overcoming barriers to innovation and revising specific Planning, Programming, Budgeting, and Execution structures. ![]() Russia’s ongoing war against Ukraine and China’s revanchism not only spur urgent geopolitical considerations, but also cast into sharp relief the US industrial base’s ability to produce and field innovative technologies at scale. The United States faces simultaneous competition with two nuclear-armed, autocratic great-power rivals. We and a group of distinguished Commissioners, with decades of service between us in government, the private sector, and capital markets, believe that time is running out to do so. The new Office of Strategic Capital has a promising new approach to engaging capital markets in support of national security goals.īut the growing national security challenges facing our country and the threat they pose to the rules-based international order require actionable reform across the DoD. Army Futures Command has accelerated modernization in ground forces through its cross-functional team model. The Defense Innovation Unit stands out for expanding the range of firms involved in innovation for national security purposes. The Air Force’s Rapid Capabilities Office has cut through bureaucratic constraints to accelerate even the most complicated major acquisitions. The persistence of this challenge is not for lack of trying. But the DoD struggles to identify, adopt, integrate, and field these technologies into military applications. That is to say, our Nation leads in many emerging technologies relevant to defense and security-from artificial intelligence and directed energy to quantum information technology and beyond. In our time serving in the Defense Department, we have found that the United States does not have an innovation problem, but rather an innovation adoption problem. That is why we are co-chairing the Atlantic Council’s Commission on Defense Innovation Adoption, which has released this interim report. Doing so will enable the Pentagon to deliver high-impact operational solutions to the Warfighter in a much timelier manner. The US Department of Defense (DoD) needs to accelerate the adoption of cutting-edge technology from the leading edge of the commercial and defense sectors. Work, Senior Counselor for Defense and Distinguished Senior Fellow for Defense and National Security, Center for a New American Security 32nd US Deputy Secretary of Defense
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