Quote:
Originally posted by hardflex
We'll apply the same logic to the Military guys in here, about the the war, then. Fair enough?
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I don't understand your posit: The military is led by civilians, and, as of late, rather poorly.
There is excellence in both government and private industry, sloth as well.
For every poorly run DMV there is an Enron or Enron-lite.
I run a lagre military acquisition office with an annual budget in excess of a billion dollars, soon to much more. I work very closely with industry to, "build things" that the Navy wants to support our folks.
I have been able to recruit very talented civil servants and am slowly working on the less talented. There is a fairly small pool of talent and the other program managers and I fight hard to get and keep them. So it goes that within the larger framework of my organization, NAVAIR, there is a wide range of sucessful enterprises operating alongside NAVAIRs version of a DMV.
The non-governmental companies I work with (a "Who's Who of defense contractors) have all the same issues. I have two seperate contracts with a large, San Diego based mega-defence contractor and the disparity between the two programs is incredible. Same company, same complex: One attracts and retains talent, the other is a pariah. There is only so much talent, folks, I don't care who you are.
It all comes down to management, both in the government and the private sector.
