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Adding to the problem has been the Pentagonâs hands-off management policy, a stepchild of the deregulation frenzy of the 1990s. At the time the F-35 contract was written, the Pentagon was operating under a principle called Total System Performance Responsibility. The idea was that government oversight was unduly burdensome and costly; the solution was to put more power in the hands of contractors. In the case of the Joint Strike Fighter, Lockheed was given near-total responsibility for design, development, testing, fielding, and production. In the old days, the Pentagon would have provided thousands of pages of minute specifications. For the Joint Strike Fighter, the Pentagon gave Lockheed a pot of money and a general outline of what was expected.
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Paul Dunn, chairman of the business giving organization Buy1GIVE1 and founder of Results Accountants' Systems, discusses how firms can motivate their leaders and set a mission that inspires them and their clients.

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