In response to what it called a lack of sustained
leadership, a cultural resistance to change, the lack of
meaningful metrics, and inadequate incentives and
accountability mechanisms, the General Accounting Office
suggested that DoD establish a senior management position
to spearhead business transformation efforts.
It said lack of adequate transparency and appropriate
accountability across all of DoD’s major business areas
results in billions of dollars in annual wasted resources
in a time of increasing fiscal constraint.
As a result it called for legislative action enabling the
leaders of DoDs functional areas — or domains — to receive
and control the funding for systems investments rather
than the military services. In this scenario domain leaders
would be responsible for managing reform efforts and be
accountable this the new official so as to ensure their
efforts comply with DoD’s business enterprise architecture.