HANSCOM AIR FORCE BASE, Mass. – Electronic Systems Directorate leadership recently met with its workforce to explain how the Department of the Air Force’s ongoing acquisition transformation is already change how the organization manages programs and delivers capabilities to the warfighter.
The directorate, part of the Air Force Life Cycle Management Center, develops and delivers electronic systems and capabilities that enable Air Force and joint-force missions.
“Our core focus is going from program-centric to a portfolio,” said Lea Kirkwood, portfolio acquisition executive for Electronic Systems. “We don’t just deliver ‘X’ system; we deliver a capability.”
In July, Electronic Systems transitioned from a traditional program executive office to a portfolio acquisition executive organization as part of the Air Force’s broader effort to streamline acquisition, increase decision-making authority and accelerate capability delivery.
The transition from PEO to PAE represents more than an organizational or title change, Kirkwood said. The PAE model is designed to manage portfolios of related and integrated systems while empowering teams of subject-matter experts to make decisions that support broader mission outcomes.
“We need to be just as responsive as the warfighter in delivering capability,” Kirkwood said. “Almost everything is being delegated down. We should have ample flexibility to do what we need to do. We own the mission area, not just the program.”
The PAE structure consolidates and realigns traditional PEO responsibilities, allowing leadership to focus on an entire mission area rather than individual programs. The approach also gives acquisition teams greater flexibility to adjust capabilities and respond to changing operation requirements.
Capt. Joshua Renick, contracting chief for the Modernization Branch, addressed four of the more than 20 regulatory and statutory changes accompanying the transformation.
The intent is to reduce bureaucracy, streamline acquisition processes and empower the workforce to make timely decisions in support of mission requirements.
“In my opinion, the biggest changes enable us to make the most common-sense decisions,” Renick said. “They are designed to make us a more efficient organization.”
Michelle Clemens, Electronic Systems’ Engineering, Professional, and Administrative Support Services lead, briefed the workforce on changes to program management and emphasized the importance of operating effectively within compressed timelines.
Clemens also highlighted anticipated changes in how the organization will interact with industry and encouraged employees to research solutions used by other PAEs and program offices.
“You will be required to do your research,” she said. “Be creative and look at other PAEs and program offices to see how their solutions will work for you.”
Kirkwood said the transformation will require the workforce to think beyond individual programs and consider how each effort contributes to the directorate’s broader mission.
“We need to make sure we are pursuing things in a different way as we move forward,” she said. “How do we get capabilities to the warfighter faster and during a conflict? We need to understand what that means for us and our stakeholders.”