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This case study analyzes how the Stryker Mobile Gun System (MGS) program managed complexity. The MGS is one of the ten variants of the Stryker series of vehicles that equip the Army's Stryker Brigade Combat Teams. These brigades were created by the Army Chief of Staff from 1999-2003, General Eric Shinseki, to provide the Army with a highly deployable medium-force capability. Initially intended as a variant that required limited development, the MGS experienced a number of significant challenges during systems development. This case study uses one of the program's primary issues, reliability shortfalls with the ammunition handling system, to describe how the program self-organized to manage complexity. The case study identifies the elements of complexity that existed in the Defense Acquisition System (DAS), and how they interacted to create a challenging situation for the MGS program. After a crisis period from 2004-2005, the MGS program changed its acquisition approach through the revitalization of systems engineering and risk management. This case study examines the selforganizing methods that the MGS program used to improve system performance, and it concludes with a description of how acquisition programs can better align their acquisition strategy to achieve programmatic resilience.

This case study analyzes how the Stryker Mobile Gun System (MGS) program managed complexity. The MGS is one of the ten variants of the Stryker series of vehicles that equip the Army's Stryker Brigade Combat Teams. These brigades were created by the Army Chief of Staff from 1999-2003, General Eric Shinseki, to provide the Army with a highly deployable medium-force capability. Initially intended as a variant that required limited development, the MGS experienced a number of significant challenges during systems development. This case study uses one of the program's primary issues, reliability shortfalls with the ammunition handling system, to describe how the program self-organized to manage complexity. The case study identifies the elements of complexity that existed in the Defense Acquisition System (DAS), and how they interacted to create a challenging situation for the MGS program. After a crisis period from 2004-2005, the MGS program changed its acquisition approach through the revitalization of systems engineering and risk management. This case study examines the selforganizing methods that the MGS program used to improve system performance, and it concludes with a description of how acquisition programs can better align their acquisition strategy to achieve programmatic resilience.