Helm, William A.2008-02-282008-02-282007-12-14https://hdl.handle.net/1808/1826The U.S. Government has one of the most complex organizational structures in the world. It operates by dividing responsibilities among multiple agencies. For example, the Department of Defense is responsible for defending the Nation, which includes all military operations. The Department of Justice is responsible for crime and drug trafficking, the Department of Commerce is responsible for all economic issues, and so on. With this tremendous amount of responsibility on the shoulders of each agency, it has become imperative, and most cost effective, for each agency to rely on government contractors to provide resources and services to meet these daunting, and sometimes overwhelming, objectives. The need for government contractors rose during the Cold War, as the United States became committed to winning the arms race from the Soviet Union. Therefore, government contractors, involved with helping the arms race, were given the directive to focus on supporting that single mission. In recent years, after the Cold War ended, these government contractors have a much less directed focus on a single mission, and have settled into a mentality of supplementing their workload with other programs, projects, and incentives to continue operating at full capacity. However, they are trying to achieve this new growth using an old, Cold War mentality, which is causing major obstacles and areas of conflict within each government contractor. This Field Project proposes a non-traditional approach to solving this issue by simultaneously changing the internal business culture, and suggesting a plan for establishing new business and a sustainable customer base.en-USProjectopenAccess