The effects of staffing and organizational constructs in lead systems integrators of complex defense programs

Defense contractors have traditionally designed, developed and built very high technology products for government customers. As projects have become more complex, and as the government Department of Defense workforce has shrunk, a new contractor-government working relationship has taken shape. Defense contractors have been awarded Lead Systems Integrator (LSI) roles which assume many of the government's acquisition responsibilities including generating requirements, developing technologies, creating source selection criteria, active management of defense contractors, system testing, and program management. The LSI role is very different from the traditional design-build manufacturing-centered defense contractor responsibilities. Therefore, staffing and organizational differences may become an issue when a defense contractor "stands up" an LSI organization. This study investigates these challenges in two LSI programs, using interviews and survey instruments to investigate the relationships of staffing and organization to the LSI operation.