DoD leadership must ensure sustained U.S. military superiority, in a dynamic and uncertain world with multiple threats, by developing and fielding innovative nuclear, conventional and irregular warfighting capabilities. Accessing, developing, and handing off to the warfighter the best ideas from all sources, as rapidly and affordably as possible, is the key to making that happen. Unfortunately, the current DoD ecosystem makes the types of engagements highlighted above very challenging. Wedded to its existing, and successful, operational paradigms and capabilities, the Department's culture is inherently change-resistant to the introduction of new and innovative capabilities. DoD employs antiquated, cumbersome and slow R & D and procurement processes, and has demonstrated, time and again, an unwillingness to employ legally available non-traditional contracting and business alternatives--despite numerous calls for change by DoD leadership, Congress, business, and think tanks. While DoD's recent focus on innovation has unleashed some additional impetus toward change, it is limited in scale and scope; the overall DoD enterprise is still slow to move. Jeff Bialos, along with co-contributors Christine Fisher and Stuart Koehl, provide a strong range of recommendations that the Trump Administration should seriously consider as it looks to address the acquisition challenge in an across-the-board manner. There is little doubt that, as they suggest, we need a balanced approach across a range of contingencies we face, and we need a comprehensive approach. We need not only to develop "offsets" that can help to deter against potential high end threats but also to make sure that we do not short-change the development of the tools our war fighters need to address the range of low intensity conflicts that are likely in the years to come, if past is prologue.