This thesis examines organizational transformation, utilizing Naval Special Warfare (NSW) as a model for DOD-wide organizational change. The broader context of the revolution in military affairs (RMA) highlights the unique role of special operations forces in general and NSW specifically regarding innovation and adaptation in the military and its diffusion to conventional forces. Four elements - technological change, systems development, operational innovation, and organizational adaptation compromise a revolution in military affairs. Although technological change and systems development have made significant impacts upon military affairs, operational innovation and organizational adaptation are lacking. Organizational adaptation responding to information age realities changing geo-political and social circumstances as well as rapidly advancing technology is necessary to achieve the predicted revolution in military affairs. A transformation from a rigid hierarchical organization to a collaborative network of stakeholders is recommended. Speed, agility, integration, and innovation are necessary success factors in the 21st century. In order to achieve these attributes military organizations must leverage resources across hierarchal, functional, command, and social boundaries. This will require a long-term transformation effort.