Recognizing the tremendous challenge associated with affecting transformational change, OTI activities are executed with a “fail fast” model. Each activity is given no more than six months to achieve a clear and compelling case that it will result in a significant improvement for the Air Force. It is understood that there are many more ideas for ways to improve the acquisition system than can ever be fully explored, so there is little need to fixate on one idea or another if it is not achieving meaningful milestones in an expeditious manner. In fact, OTI considers lack of failures as an indicator that the activities it pursues are not far-reaching enough to have a transformative impact. So, failure is a part of success. More to the point, lessons learned from failures or projects that did not pan out help guide future activities to be more effective.
In practice, OTI has tended to either pivot activities to address shortcomings in the initial implementation approach or transition projects to other Air Force organizations that might be more effective. So, a failure doesn’t necessarily mean that a project is terminated. This webpage will serve as a repository of projects that did not turn out well with a short description of how OTI responded to each.