To attract innovation, the DoD is shifting its procurement process. Instead of issuing rigid, 300-page requirement documents that favor incumbents, it now defines a problem and asks companies to propose their own novel solutions.

The Ukrainian conflict demonstrates the power of a fast, iterative cycle: deploy technology, see if it works, and adapt quickly. This agile approach, common in startups but alien to traditional defense, is essential for the U.S. to maintain its technological edge and avoid being outpaced.

The Pentagon's new AI strategy explicitly states that military exercises and experiments failing to adequately integrate AI will be targeted for budget cuts. This threat of financial penalty creates a powerful, top-down incentive for reluctant bureaucratic elements to adopt new technologies.

Decades of adding regulations without subtracting have made the current defense procurement framework unsalvageable through minor adjustments. To achieve necessary speed and efficiency, policymakers must abandon the current system and start fresh, focusing on outcome-based contracts rather than process compliance.

US Under Secretary of War Emil Michael reveals that the procurement system was so broken that SpaceX, Anduril, and Palantir all had to sue the Department of War to secure their first contracts, a barrier he is now working to eliminate.

Create a clear hierarchy of spending authority to eliminate decision bottlenecks. For example, any employee can spend up to $50 to solve a customer problem, managers up to $500, and directors up to $5,000, no questions asked. This empowers the team to make swift decisions without waiting for approval.

The appointment of an AI czar follows a historical US pattern of creating such roles during crises like WWI or the oil crisis. It's a mechanism to bypass slow government bureaucracies for fast-moving industries, signaling that the government views AI with the same urgency as a national emergency requiring swift, coordinated action.

The Pentagon's Chief Digital and AI Officer (CDAO) is now authorized to demand data from any department component. Denials must be justified to the Undersecretary of War within seven days, effectively breaking down long-standing data silos by creating a high-level, rapid escalation path.

The defense procurement system was built when technology platforms lasted for decades, prioritizing getting it perfect over getting it fast. This risk-averse model is now a liability in an era of rapid innovation, as it stifles the experimentation and failure necessary for speed.