Abstract : The story of how this acquisition rebounded from brink of extinction to a model of reduced-cost and ahead-of-schedule production illustrates how determination, use of integrated product teams, executive officer system, and process approach to manufacturing can produce results. Secretary of Air Force, Dr. Sheila Widnall, used to joke that phrase, the troubled C-17 program was really all one word. Accordingly, there are many accounts describing how C-17 Globemaster III airlifter got into trouble. Surprisingly, no one has tried to capture specifics of even more remarkable story of how C-17 got out of trouble. This article will tell that story. The authors begin with a short description of aircraft and requirement for it. Then, to put ultimate success of this major acquisition in proper context, they provide a brief review of program's troubled past. Following this review, they cover salient events in Pentagon, offices, and McDonnell Douglas plant that substantially contributed to remarkable turnaround. The authors conclude with an in-depth look at lessons learned that could benefit other programs. The C-17 aircraft is U.S. Air Force's effort to develop a modern airlifter capable of meeting worldwide air mobility needs of DoD. In late 1970s, need for an aircraft capable of carrying large payloads to austere fields remained. The aircraft was specifically designed to carry modern combat weapons of U.S. ground forces directly into airfields near conflict. This capability is known as direct delivery. Perhaps most important, C-17 would also provide a way to move outsize cargo (very large equipment like M-1A Abrams tank, or Multiple Launch Rocket System -- equipment that cannot fit on today's C-141s or C-130s) for inter- and intratheater airlift.