We just got a front-row seat to urgency in action as Michael Duffy stepped into his role as the new Under Secretary of Defense for Acquisition and Sustainment. From day one, his message — “moving with urgency” — sent a clear signal. This isn’t business as usual — it’s a reset on how leadership drives outcomes. It’s a call to act decisively, adapt quickly, and lead with purpose.
In fact, Duffy’s message amplifies a growing demand for greater agility. According to a 2025 GAO report, the estimated average cycle time between program start and the planned achievement of initial operational capability of Major Defense Acquisition Programs increased by 18 months from 2023 to 2024. This report makes the sobering observation that many “[p]rograms are missing opportunities to deliver capability with speed.” And that’s exactly where urgent leadership steps in.
The Mechanics of Urgent Leadership
Embracing the principle of “moving with urgency” requires more than just a desire for speed. It demands a fundamental shift in mindset and operational execution. Here are key areas where leaders can cultivate a culture of urgent action:
- Reframing Decision-Making: Leaders must empower their teams with clear delegated authority, fostering an environment where decisions can be made swiftly and decisively at the lowest appropriate level. This means moving away from endless meetings and reviews and towards actionable insights that translate into immediate progress.
- Anticipating and Managing Risk: “Moving with urgency” does not imply reckless abandon. Instead, it necessitates a proactive approach to identifying and mitigating risks. This involves front-loading risk assessments and developing contingency plans to build resilience into operations. It’s about smart, informed speed, not just speed for its own sake.
- Leveraging Technology for Agility: Organizations must strategically adopt and integrate tools that enhance communication, automate routine tasks, and provide real-time data insights. The judicious application of technology is crucial for “moving with urgency” in a truly impactful way.
- Communicating to Fuel Momentum: Ambiguity breeds inertia. To truly move with urgency, leaders must ensure that objectives are clearly articulated, expectations are well-defined, and progress is communicated transparently across all levels of the organization. Regular updates and open feedback channels are essential for maintaining this momentum.
Duffy’s call to action to begin “moving with urgency” is more than just a departmental directive. It’s an imperative for modern leadership — a clear signal that inertia is no longer an acceptable currency in high-stakes environments. This is how organizations evolve from intention to impact — from bureaucracy to bold execution. It’s a shift from business-as-usual to business-at-the-speed-of-relevance — where purposeful action replaces delay, and outcomes, not process, take center stage.
Adeline (Addy) Maissonet is a Procurement Analyst for the Defense Pricing, Contracting, and Acquisition Policy (DPCAP) within the Office of the Secretary of Defense (OSD), U.S. Department of Defense (DoD). She serves as a senior advisor on contracting policies and procedures and the agency’s representative on the Department’s views on proposed legislation to Congressional members, their staff, and committee staffers. Prior to her current role, Addy served as a Division Chief and Contracting Officer with unlimited warrant authority for the U.S. Army Mission and Installation Contracting Command (MICC) – Fort Eustis, Virginia. Addy holds an MBA in Management and Contracting Level III Certification under the Defense Acquisition Workforce Improvement Act. She is a graduate from Cornell University’s Executive Leadership Certificate Program. In her free time, Addy enjoys hiking and overlanding with her family and friends.
Note: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the Department of Defense.
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