How can the National Geospatial-Intelligence Agency streamline its acquisition function? Can a government agency transform the way it does business while performing its mission? As this monograph demonstrates, it is not easy. After some fits and starts, the National Geospatial-Intelligence Agency (NGA) has made progress toward becoming process-driven, rather than personality-driven. The authors analyze NGA's efforts at transformation and offer recommendations-among them a balanced scorecard methodology. They believe that if their recommendations are followed, NGA can become a knowledge-sharing institution that is more agile and responsive.