In his book, Leading Change, Harvard Business School Professor John Kotter introduced a goal-oriented eight-step change model for transforming large organizations (Kotter, 1996). Central to the success of this model are quality leaders that facilitate change by breaking the status quo, inspiring and motivating people, and institutionalizing positive changes. The eight steps are as follows: Establishing a Sense of Urgency, Creating the Guiding Coalition, Developing a Vision and Strategy, Communicating the Change Vision, Empowering a Broad Base of People to Take Action, Generating Short-Term Wins, Consolidating Gains and Producing Even More Change, and Institutionalizing New Approaches in the Culture. This paper uses the Kotter model to analyze the Army's new vision and strategy for future information systems development as described in the Army Capstone Concept. The author describes how leadership shortfalls created the current situation, current measures being taken by our leaders to fix the system, and considerations for the way ahead. The new Army Capstone Concept for 2016-2028 was released December 21, 2009 and titled Operational Adaptability: Operating under Conditions of Uncertainty and Complexity in an Era of Persistent Conflict. The Army Capstone Concept provides the Army's vision and strategy for the development and acquisition of new technology. The document identifies joint interoperability, realistic training, and reducing information overload as critical capabilities for the future operating environment. The next generation of information systems should be designed with these capabilities in mind. To accomplish this, leaders must avoid the pitfalls of poor business practices, organizational culture, and interservice rivalry that have impacted the development of past and present information systems.