"The Department of Defense is exhibiting the classic symptoms of a “resource advantaged” corporation that has passed its prime, as I will describe in slightly more detail below. This is a common problem in the business world and, while we cannot run the military entirely like a business, we can certainly learn lessons from the business world about how to avoid decline into irrelevance and how to regain competitiveness. Sure, the U.S. military remains peerless, however we must acknowledge that it has lost some of its edge and surely has passed the point of diminishing budgetary returns. At the grand strategic level, we must recognize that a national security apparatus that insists that we must spend as much on defense as the next 19 nations combined, only two of which can be defined as potential adversaries, has lost sight of the big picture. We should be seeking to husband our fiscal resources and recreate the conditions for our hegemony by investing not only in military capabilities, but in the bases of our economic predominance. Thus, the problem we are trying to solve is as follows. America’s defense complex faces a period of strategic reset and retrenchment, during which disruptive thinking is required in order to challenge the status quo and effect a reorganization and reprioritization of the Department of Defense and its industrial and conceptual supporters. A detailed treatise on all the aspects of this challenge and the potential solutions lies far beyond the scope of this essay. My intent here is only to begin to outline the broadest aspects of the mission and to highlight some specific problem areas where disruptive thinking is needed and some solutions have already been suggested."