Pentagon Acquisition Chief Calls for Overhaul in Defense Procurement to Prioritize Speed and Innovation
In a sweeping address that signals potential disruption to long-standing acquisition practices, Undersecretary of Defense for Acquisition and Sustainment, Dave Hegseth, issued a direct challenge to the defense industry to move faster in delivering cutting-edge capabilities to the military. Speaking at a major defense innovation conference in Washington, Hegseth laid out a bold vision for accelerating procurement processes, slashing bureaucratic delays, and embracing risk in order to stay ahead of emerging threats, according to Breaking Defense’s article, “Hegseth Presses Defense Execs To Move Faster In Speech Laying Out Sweeping Acquisition Changes.”
Hegseth’s remarks arrive at a moment of intensifying concern within the Pentagon over the pace at which adversaries, particularly China, are fielding advanced technologies. His speech reflects mounting pressure on both the Department of Defense (DoD) and its industrial partners to adapt more quickly to the demands of modern warfare. “Speed is the new metric of success,” Hegseth told a packed room of defense executives, military officials, and policymakers. “We are not in an era where we can take ten years to start delivering next-generation systems. The battlefield doesn’t wait.”
Among the changes Hegseth outlined were efforts to streamline acquisition processes, increase flexibility for program managers, and expand the use of new procurement authorities such as Other Transaction Agreements (OTAs). These tools, which allow for faster contracting with non-traditional and often more agile companies, have gained traction in recent years but remain underutilized relative to traditional defense contracting mechanisms.
The undersecretary also signaled an interest in shifting cultural attitudes within the Pentagon, pushing leaders to tolerate a greater degree of failure as the cost of innovation. “Zero tolerance for failure is a zero-tolerance policy for innovation,” he said, echoing sentiments shared by proponents of a more risk-tolerant acquisition ecosystem. He emphasized that the DoD must be willing to accept short-term setbacks in order to achieve long-term strategic advantage.
Industry response to the speech was cautiously optimistic. Executives present lauded the clarity of Hegseth’s message but noted that real change would require sustained political support, a consistent budgetary environment, and a clear alignment between the services and civilian leadership. One senior defense contractor executive, speaking on background, said the department’s intentions were welcome but added, “We’ve seen reform efforts before. Execution is everything.”
Hegseth’s comments also suggest an endorsement of recent pilot programs across the services aimed at compressing research, development, and fielding timelines, such as the Air Force’s Agile Combat Employment concept and the Army’s Rapid Capabilities and Critical Technologies Office. Under his leadership, these efforts may be expanded or formalized into broader policy mandates.
The tone and scope of Hegseth’s address suggest that the department plans to move away from incremental reforms toward fundamental changes in how the Pentagon works with private industry. His speech underscores a growing belief inside the defense establishment that the United States risks losing its technological edge unless acquisition practices evolve rapidly to reflect the urgency of today’s strategic environment.
As Hegseth closed his remarks, he returned once more to the imperative of speed, calling it “non-negotiable” and framing it as a matter of national security. Whether the Pentagon and its partners can align actions with this sentiment remains to be seen, but the message is clear: the era of slow, safe incrementalism—at least in rhetoric—is over.
