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A national intelligence field site recently implemented the processes outlined in "Dealing with Darwin" by Geoffrey A. Moore. The results are promising and indicate a potential for expansion of the methodology to other national intelligence locations. Moore provides a corporate guide to sustain "competitive advantage" encouraging continuous efficiency and innovation. Air Force Chief of Staff Schwartz in February 2012 outlined the Air Force priorities for a new strategy with a constrained budget, and specifically cited "Innovation and adaptability are essential strengths. The current fiscal environment demands prioritization that permits continued national security. The looming projected budget cuts drive this generation of leadership to stop doing something vice the past two decades of consistent "peanut butter spread" or "more-with-less" processes. Although current DoD leadership is expressing the requirement to eliminate entire programs, it is a significant challenge based on bureaucratic history, and Congressional interest that traditionally influences strategic cuts preventing elimination of specific programs. Within the intelligence realm, the ability of a unit to identify programs of value and articulate their worth and priority is complex. Especially considering intelligence is "probable" by its very nature and consequently is vague in relative value and cost until after an event.