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The post cold war environment and reduced budgets have forced the military to implement acquisition reform. While the Department of Defense has achieved some success, the pace of reform is still relatively slow and some concern exists about the reform's breadth and depth. The research presented here attempts to help matters by proposing core competencies for organizations undergoing change for acquisition reform.These core competencies are derived from a comparison of theory with actual practice. A discussion of possible change strategies shows various methods to achieve Lewin's framework of organizational change: unfreezing the system, movement towards a new orientation, and refreezing new behaviors and attitudes.