AJ Clark is the president of Thermopylae Sciences & Technology (TST), a leading provider of Web-based geospatial capabilities, mobile software framework and applications, situational awareness, and cloud computing solutions for the U.S. military.

When it comes to acquisition reform, there have been far too many discussions about the problem at hand. From talking about the cost overruns to the highly bureaucratic acquisition processes, everyone knows the challenges.

Now we must move on and discuss the acquisition solutions.

With the pace of innovation moving so rapidly, government will continually be one-step behind if we don't speed up the ability to acquire the right mission-focused technologies.

In addition, we often see major commercial companies – with massive global footprints and complex supply chains – being able to acquire and leverage technologies for true competitive differentiation.

These commercial companies also have massive bureaucracies and communications challenges between departments – all are par for the course for large, global organizations.

Though the one driving differentiation is that today's commercial business world has moved into an ultra-competitive phase. One operational misstep or poorly managed worldwide product launch can open the door for competitors – whether younger upstarts or other larger players – to take over.

Lost revenue, diminished profit margins and declining shareholder value. These are all concerns that propel global companies to continually leverage the most innovative solutions.

Shouldn't the government be able to do the same, especially if slipping behind means not being able to counter new national security threats? When lives are potentially on the line – as opposed to missed revenue-generating opportunities – the motivation to fix this issue should be even greater.

Fortunately, Frank Kendall, undersecretary of Defense for acquisition, technology and logistics, believes so. In January, Kendall submitted legislative proposals to the Armed Services Committee that aim to streamline an already complex acquisition process.

Kendall suggested that reducing documentation, simplifying the rules for the full lifecycle of an acquisition program, and defining the roles of the two Pentagon offices that oversee business systems will help tremendously.

These proposals overlap with Kendall's Better Buying Power 3.0 initiative, which aims keep acquisition costs down by fostering a more competitive environment within industry.

And, industry agrees that more needs to be done. The National Defense Industrial Association (NDIA) recently issued a paper called a "Path to Transformation."

The study advocates for more accountability for the service chiefs when linking the requirements, acquisition, and budget processes; making the acquisition profession more attractive to top talent; and offering more opportunities to leverage big data for making decision-making more rapid.

However, the NDIA's most significant message is that Congress needs to act now to rewrite the current laws. For example, for the recommendations from the "Path to Transformation" paper, along with BBP 3.0 to work, there needs to be a very strong partnership between Congress and the Pentagon.

Thankfully, President Obama fully understands the challenges needed to enhance our acquisition capabilities for more effectively modernizing our defense and national security capabilities.

With the confirmation of Ashton Carter as the next Secretary of Defense, many believe that this vision will come to life. Carter has a reputation for being an acquisition reformer who is not afraid to take on the most significant challenges ahead.

He also played a role with Kendall in the earlier iterations of BBP in 2010 and has often touted the need to "do more without more."

Now is the time to simplify the complicated and burdensome rules that program managers must adhere to when procuring new solutions.

We need to build in more systems that empower these professionals, while also fostering true accountability. In addition, program managers should be rewarded for having a vision for procuring the best solutions that are ultimately tied to real, business-like outcomes in the long term.

Both the Pentagon and industry have proposed very viable solutions. Now is the time to act on them.

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