I would make sure my company had a culture which rewards talent, dedication, hard work, and results. People would rise in the ranks based on performance and the value brought to the company. In addition, I would dissolve the rampant nepotism that plagues KBR.
There are too many to list, but my primary suggestion would be that management learn that you can regard people the same way you do a printer or other physical assets.
Selection of candidates for key positions should be according to their skill sets and not their affiliation with organizations or current employees. A weak link in a key management position has a cascading downstream effect. Communication within management could also be improved to increase efficiency and effectiveness.