What are you doing organizationally to address the problems with the Future Imagery Architecture?
Speaking broadly, not specifically about the Future Imagery Architecture, when you get into an organization, you don’t start out making massive structural changes. You don’t start out trying to get rid of all the people — the leaders. You try to find out what’s required of the contract and the customer, and what you are doing. Then you start assessing how well you are doing it. The questions you ask are: ‘Do we have the right kind of processes? Do we have the right kind of relationships? Do we have the right people with the right attitude and knowledge?’ When you find issues with any of those things, you have to start making changes. Sometimes change is just putting a priority on things. I put a high priority on the relationship with the customer — open communication, frequent involvement. You really want program teams to be talking to the customer every day. I put a high priority internally on communications. There should be daily meetings, weekly program reviews, monthly engagement
