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Chief Management Officer

Chief Management Officer. Mr. John G. Vonglis SAF/FM. Chief Management Officer What it’s not…. Not a change to: Reporting relationships Functional responsibilities Legal authorities. 2. Chief Management Officer Who They Are. Chief Management Officer (CMO) for DoD

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Chief Management Officer

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  1. Chief Management Officer Mr. John G. Vonglis SAF/FM

  2. Chief Management OfficerWhat it’s not… Not a change to: Reporting relationships Functional responsibilities Legal authorities 2

  3. Chief Management OfficerWho They Are • Chief Management Officer (CMO) for DoD • Deputy Secretary of Defense, as additional duty • A new position, Deputy Chief Management Officer (DCMO) at the DoD level • Military Department CMOs • Under Secretary, as additional duty • Each Military Department has designated a DCMO (either a career civilian or an HQE)

  4. Operationalizing Section 904DoD Perspective • Scoping and aligning the functions of the CMO, DCMO, and MilDep CMOs • Shaping leadership, linking structures, and assigning resources • Extending CMO presence in DoD Governance • Developing the Department’s Strategic Management Plan

  5. AF CMO Roles and ResponsibilitiesA First Summary • Management Strategy Development • Alignment to Air Force Strategies and Integration Across Functions • Consistent and aligned metrics • Enterprise Architecture • Authority and Decision Making • Communications and Change Management

  6. CMO in the Air Force Process Deputy CMO DBSMC Investment Review Boards Secretary of Defense Secretary Air Force CSAF Deputy Secretary of Defense (DoD CMO) Under Secretary CMO DoD Strategic Management Plan Deputy CMO AFSO21 TIPT BTA Air Force Strategic Plan Process Council (SECAF/CSAF) Air Force Council (USecAF (CMO)/ VCSAF) Nested Enterprise Functional/MAJCOM Plans Air Force Board (A8P, FMB, DCMO) OBRC IBRC SWG AF GRP Business Planning Programming Execution 6

  7. DCMO Organization USecAF (Chief Management Officer) Deputy Chief Management Officer, Director, Business Transformation Director, Business and Mission Transformation Planning / Execution Director, Transformation Support

  8. Key Challenges • Communicate clear and bold direction to Major Commands (our business units) and to Assistant Secretaries/Deputy Chiefs of Staff (our corporate headquarters) • Enable Commanders of Major Commands to develop major re-engineering ideas without getting bogged down in Air Staff organizational / policy detail • Design end-to-end sub-processes that support Operations – without unduly impacting field flexibility • Influence or respond to end-to-end process direction coming from OSD and Joint Staff – Services and Defense Agencies have different business models for sound operational reasons • Implement agile, enterprise-aligned execution year re-directs on resources

  9. Key Challenges (cont.)Measures • Key to ensuring strategic alignment and determining progress are good metrics • In general, we are good at “state of the business” measures and we will continue to use these • Readiness of units (equipment and training) • Recruitment and retention • Safety (accident rates, aircraft mishaps) • We are now wrestling with the metrics that measure direction: • Effectiveness – the perspective of the Combatant Commander (customer) • Efficiency – the perspective of our stakeholders (Congress, public)

  10. Summary • We are on the way to integrating CMO functions into the Air Force and the DoD • We are exploiting and modifying existing staff processes to make this a value-added function • Key to success: Alignment to strategic direction with measures of outcomes • Key challenge: Scale of organizations involved • Air Force Secretary and Chief of Staff are committed to this change

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