"This report, the fifth and final in the initial Defense Industrial Base Capabilities Study (DIBCS) series, employs a logical, systematic methodology to do this"--Page vii.

Although each state is unique it is possible to identify certain common problems and issues with respect to defence governance and management. Governance and Management of Defence is a unique introduction to all the key principles of governance and management through the clear identification of these commonalities. The leading contributors that this volume brings together also show that if individuals are keen to reform practices within their defence establishments they need to be aware of the many constraints and obstacles that may challenge their endeavours. Each contributor is an acknowledged expert in their field and identifes examples of good practice from across the world and the steps taken to implement that practice. This new volume work supports teaching with accessible prompts for reflective activity. The editors recognize that many readers will not be native English speakers, so plain English is used throughout with international examples and case studies to make all the topics and themes clearly relevant and understandable. This is the ideal introductory text for any course that deals with management within the defence sector This book will be of great interest to all students of armed forces and defence management, politics and strategic and military studies.

This monograph addresses the following two specific questions: What should a robust acquisition investment strategy look like-one designed to perform well against all anticipated threats? How should the Army acquisition community assess the appropriateness of its investment strategy over time? The study proposes adaptation of a RAND tool called Assumption-Based Planning to help Army personnel maintain proper alignment between strategic guidance and the Army acquisition program and budget. It uses this tool to create a model that recommends acquisition investments across a broad range of capabilities. The model works toward the goal of satisfying the complex and evolving requirements specified in the national security guidance. The model applies five main steps, by identifying (1) the assumptions that underlie Army acquisition policy; (2) load-bearing assumptions, i.e., important assumptions that underpin and shape Army acquisition plans; (3) signposts or indicators that an assumption is becoming vulnerable; (4) shaping actions that can be taken to keep assumptions viable, and (5) hedging actions that can be taken to prepare for unwelcome but unpreventable developments. For the acquisitions community, shaping and hedging actions both take the form of investments.