| Summary/Abstract |
The external and internal environments of NASA have been shifting, necessitating new approaches to problem solving and innovation. Based on a strategic alignment analysis, and an understanding of NASA's internal and external contexts, we have two modest proposals: First, give NASA flexibility to manage its human resources and infrastructure based on market-based, competitive, performance-oriented principles. Second, it is time for NASA to become a real network organization. One that is properly integrated both internally (across NASA centers) as well as externally with whatever organizations have superior space-related knowledge and technology, wherever they are.
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