The Pentagon’s Workforce Shake-Up: Risks, Realities, and Reform with Dov Zakheim

April 22, 2025

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In a time-sensitive and high-stakes directive, the Department of Defense is pressing forward with a workforce reduction initiative that has raised concerns among many national security experts. Former Under Secretary of Defense (Comptroller), Dov Zakheim, shares his insights on the potential fallout of this rapid restructuring effort—and why the Pentagon risks undermining its own goals if it doesn’t proceed with care.

Zakheim begins by acknowledging the intent behind the initiative from Defense Secretary Pete Hegseth and Deputy Secretary Feinberg. Their push for workforce realignment is rooted in a legitimate need for efficiency and accountability. But as Zakheim makes clear, the problem isn’t the "what"—it’s the "how."

The Secretary's memo gives agencies only about two weeks to analyze their workforces and submit recommendations for cuts. That timeline, Zakheim warns, is simply too short. Without a thoughtful process in place, long-standing bureaucratic structures will instinctively protect themselves. In doing so, they may push out the very people who represent the future of the department—new employees, diverse voices, and rising stars who might challenge the status quo.

“It’s not just about probationary employees,” Zakheim explains. “It’s the people who are promising enough to surpass their supervisors, or those who might not ‘fit the mold.’” The risk, he says, is ending up with a department filled with "box-checking mediocracies" instead of forward-thinking talent.

Zakheim emphasizes that evaluations need to go all the way down the chain of command—from senior executives to GS-9s to enlisted personnel. If someone isn’t performing, rank shouldn’t protect them. But at the same time, decisions must be informed. Leaders need time to understand their teams, their capabilities, and their potential. Without that, the recommendations submitted to top officials may be driven by internal politics rather than performance.

He draws a compelling comparison to the Pentagon’s infamous “cut drills,” where departments scramble over a weekend to identify programs to slash in response to budget pressure. Often, these decisions are made without thorough analysis, targeting unfamiliar or less politically protected initiatives—only for some cuts to be reversed later by Congress. “You end up with bad cuts and good cuts that don’t stick,” he says. The same flawed dynamic, he argues, could now play out with personnel.

Zakheim also touches on the broader systemic challenges the Department faces. He points out that the planning and acquisition frameworks in use today are relics of the 1960s—barely updated since Robert McNamara first introduced them. Meetings are filled with disengaged participants, and the culture often rewards survival over innovation.

In short, Zakheim believes the Pentagon is trying to modernize using outdated tools and rushed processes. While the instinct to streamline is correct, doing it the wrong way could weaken the workforce and the mission. His message to DoD leadership is clear: give new appointees time to learn, make informed decisions, and prioritize long-term strength over short-term savings.

You can read Dov's piece here