Written by Rear Admiral (ret.) Matt Ott, VP of Strategic Partnerships and Alliances

The mission for acquisition experts is clear: equip the warfighter with the decisive advantage. But for program managers and leaders in the DoW, the path to delivering that capability is anything but. It’s a landscape obscured by the "fog of war," not on the battlefield, but in the acquisition process itself.

The acquisition community is facing a perfect storm of challenges in 2026 and needs new solutions to succeed. Organizational shifts, siloed processes, outdated technology, unpredictable funds, decisions that are OBE by the time they are communicated—the list goes on. The sheer complexity of these issues often leads to paralysis. Data overload masks critical insights. Stakeholders are misaligned. Decisions are delayed. This is where we believe working visually is not just helpful; it's a strategic imperative for national security.

From my vantage point as a former Rear Admiral who navigated this ecosystem for over 32 years, the 4 challenges below should be a priority along with the solutions I believe will help tackle them.

1. The Software Speed Trap

The Challenge: The Department is racing to integrate software, AI, and data analytics at the speed of relevance. Yet our acquisition processes are still largely rooted in an industrial-age, hardware-centric mindset. Treating continuous software development like linear aircraft procurement results in capabilities that are obsolete by the time they are fielded. Injecting COTS and innovative tools can help, but ROI is hamstrung by the underlying processes that prevent efficient progress.

Our Solution: Agile Acquisition Stack

• Create an OV-1 of current processes to confront the crucial areas of friction head-on.
• Establish agile iteration cycles to prioritize the crucial areas, rapidly solution, and shift the enterprise mindset through methodical process improvement.
• Develop organic development capabilities through Citizen Designer initiatives to lessen redundant software acquisition where in-house solutions are possible.
• Maintain constant awareness and understanding of the software landscape, existing department licenses/tools, and mission need to ensure acquisitions are relevant solutions to warfighter needs.

2. The Invisible Supply Chain

The Challenge: Lack of visibility into lower-tier suppliers is a crucial blind spot for the entire DoW. This opacity hides risks ranging from reliance on adversarial nations for critical components to single points of failure that can halt an entire program .

Our Solution: Supply Chain Network Maps

• Visually codify the ecosystem of suppliers, highlighting dependencies and geographic locations.
• Cross-reference that data with the sustainment needs tracked by our Services and combat support agencies’ sustainment, logistics, maintenance, and engineering commands to get accurate shelf health.
• Develop true action plans if parts are not at the required levels, lack integration to specified operational usage and given the conditions and geography where maintenance and repair are needed. If the basics are not clear, how will the ecosystem surge beyond day-to-day into contingencies? It’s time for Cell of Cells™ mindsets.

3. The Workforce Skills Gap

The Challenge: You cannot manage 21st-century programs with a 20th-century skillset. There is a critical shortage of personnel with expertise in areas like software engineering, data rights, AI, and legacy to COTs acquisition. The current workforce is stretched thin, and recruiting for these in-demand skills is a fierce battle with the private sector.

Our Solution: Skills-Impact Matrix

• Map current team capabilities against the required skills for your program's future.
• This visual diagnosis allows leaders to see hot spots where they need to focus training resources, where they need to hire, and where they might need to leverage external partners.
• The matrix also serves as an important external communications tool during the funding fights, show leadership what you need instead of talking at them.

As the defense acquisition landscape evolves, leaders face uncertainty and complexity that demand decisive action. In a time of American Dynamism, we need to flip the script. Most spend 90% effort on the problem and 10% solutioning. Instead, we need to be spending 90% solutioning to bust through the Acquisition Fog of War. Think creatively, iterate quickly, decide confidently, and communicate clearly.

A wise boss empowered me at a young age to “Press the Attack,” a powerful initiative to boldly lead, integrate, and move visualization to execution. Our adversaries have a vote, but we must expect every known and unknown, move in advance, and must have the playbooks ready to drive efficient, accurate action.

Yes, the Acquisition Fog exists. But cutting through it to execute is what matters most.

Let’s go.

Rear Admiral (Ret.) Matt Ott, VP of Strategic Partnerships and Alliances

‍