Our strategic priorities

With input from hundreds of Airmen and Guardians, as well as Department leadership, we’ve identified five strategic priorities for this initiative.



As we set out to modernize the way we work, creating a culture that embraces digital solutions will be paramount to our success. The first step is gaining a clear understanding of how the values and behaviors of our people match up with organizational objectives. The next is collaborating across the Department to capitalize on areas of alignment and determine practical steps to close any gaps. With sustained focus, our workforce will adopt a collective mindset to lean into innovation.


Currently, there’s a wide variance in tool access and usage across the Department. Some programs have highly integrated, best-in-class solutions at their fingertips; others are struggling to find the right options. To elevate the entire organization, the digital transformation initiative will catalog existing inventory, open up knowledge sharing, scale best practices, and develop business models that enable new tool sets and environments to be deployed quickly and affordably.


We recognize that having access to cutting edge tools is worthless without the right training to accompany them. The digital transformation initiative will provide the high-quality educational resources and accompanying communications our workforce needs to proficiently leverage the full suite of tools available to them. Training programs will be designed with input from teams across the Department to ensure we’re offering relevant content in optimal formats.


To fully transform our acquisition and sustainment enterprise, we need to drive agility and flexibility into our weapon system designs and models. We must create and embrace Government Reference Architectures (GRAs) and decomposable models of our weapon systems, requirements, and use cases. Effectively leveraging these GRAs and models will enable more rapid integration of systems and subsystems as well as improved collaboration across programs.


Digital standards are another important element of the digital transformation initiative. To break out of our silos, integrate programs, and enable knowledge sharing, we have to communicate and share data seamlessly. We need teams in program management, engineering, logistics, contracting, and finance to adopt consistent frameworks for how we buy, handle, tag, share, visualize, and leverage data. This will strengthen our collaboration internally and externally.