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BUSINESS TRANSFORMATION FOR AN EXPEDITIONARY ARMY AT WAR

BUSINESS TRANSFORMATION FOR AN EXPEDITIONARY ARMY AT WAR. Mr. MiChael Kirby FORMER DEPUTY UNDER SECRETARY OF THE ARMY (BUSINESS TRANSFORMATION). Steadfast circa 1973 established TRADOC and FORSCOM as MACOMS. History. Operational Force. War Fighting Support Force. JEM GWOT. JEM. GWOT.

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BUSINESS TRANSFORMATION FOR AN EXPEDITIONARY ARMY AT WAR

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  1. BUSINESS TRANSFORMATION FOR AN EXPEDITIONARY ARMY AT WAR Mr. MiChael Kirby FORMER DEPUTY UNDER SECRETARY OF THE ARMY (BUSINESS TRANSFORMATION)

  2. Steadfast circa 1973 established TRADOC and FORSCOM as MACOMS. History Operational Force War Fighting Support Force JEM GWOT JEM GWOT Warfighting Capability Warfighting Capability LM Steadfast RETO ARTS ALB 100-5 Time Time

  3. Today’s Full Spectrum Challenges • Complex Threats • Conventional—traditional • Unconventional—asymmetric • Complex Environment • World wide Commitments • Culture, Language • NGO’s • Media • Political • HN Police and Military • Mix of Combatants and Non-combatants • Full range of Terrain: Urban, desert, etc. • Full Spectrum Operations • Conventional High Intensity Ops • Stability Ops • Support Ops Global Threats… Global Commitments The security environment has changed … increasing your Army’s global commitments.

  4. GEN Casey GEN Schoomaker GEN Shinseki Decade of Change America’s Army A campaign-quality expeditionary force able to operate effectively with Joint, interagency and multinational partners across the spectrum of conflict. Institutional Focus Operational Focus “We will not cement the transformational change of the Army until the institution reflects that change.” Chief of Staff, Army 19 June 2007 Transformational Focus Enterprise Transformation Business Transformation Warfighting Transformation

  5. Force Generation Inherently linked Initiatives AC/RC Mix Business Transformation Quality of Life Winning GWOT Stationing Innovation & Improvement Manning the Force Modular Force Initiative Training Reset/ Modernization Business Efficiencies Quality Outcomes Building the Army Now and for the Future - Complex Interrelationships • Will directly influence: • Recruiting / Retention • Public Support • Army Resourcing You cannot focus on just one initiative… … you have to consider the effect that each has on the whole… Therefore you have to focus on the desired outcome – to win today’s war and prepare for future conflicts. Consistent and flexible funding and execution will allow the Army to synchronize these interdependent initiatives to sustain global commitments.

  6. Fast Innovation Built Upon a Foundation of Continuous Improvement

  7. Army Deployment Characteristics • Top down – Bottom up • Army wide (Active, Res, NGB) • One central system of record - PowerSteering • Decentralized execution – central policy, training, and IT support • BB centric with 3 year phase in of 1% BBs and 3% GBs • Sustainment in FY08 • Project opportunities generated via PSWs and refined via Plan and Execute Project Identification workshops Army LSS Deployment Strategy Repeat to achieve project & belt goals

  8. FAASV AGT 1500 Turbine Engine Gold Gold Gold Silver Silver Silver Silver Silver Bronze Bronze Bronze Bronze 2007 Award Recipients Red River Army Depot US Army Rock Island Arsenal – Joint Mftg & Tech Ctr Malcolm Baldrige National Quality Award Armament Research, Development and Engineering Center (ARDEC) Forward Repair System HMMWV Production Shop Equipment Contact Maintenance Bradley Power-train Tobyhanna Army Depot AN/TPQ-36 Firefinder Antenna HEMTT Anniston Army Depot Letterkenny Army Depot HMMWV Recap ACLC/AMCOM – Fort Rucker Corpus Christi Army Depot Power Generators C20J Engine Line TH-57 Sea Ranger HH-60 Pavehawk

  9. The Growth of Organizations • Unclear roles and accountabilities • Too many organizational layers • Overlap and duplication of functions • Rigid systems and processes • Limited (or no) doctrinal base • Excessive overhead • Resistant to change • Lack of sufficient customer focus • Clearly defined roles and accountabilities • Correct number of organizational layers • One command role / org layer • Supportive systems and processes • Solid doctrinal base • Continuous learning - Lessons learned / AARs • Combat adaptive

  10. Organizational Analysis & Design

  11. Completed Office of the Administrative Assistant Office of the Director of the Army Staff Installation Management Command, Phase 1 Ongoing Training and Doctrine Command Office of the Assistant Secretary of the Army for Acquisition, Logistics, and Technology, Army Contracting Agency, and the U.S. Army Acquisition Support Center Office of the Chief Information Officer / G6 and Network Enterprise Technology Command Installation Management Command, Phase 2 Joint Task Force Headquarters, National Guard Bureau Planned Program Executive Offices Army Materiel Command OA&D Efforts

  12. Managing the Headquarters, Department of the Army • General Orders #00: Managing the Headquarters, Department of the Army • An enterprise construct to ensure that all levels of the HQDA are properly designed and well managed. • General Orders #03: Assignment of Functions and Responsibilities within Headquarters, Department Of The Army. The revised GO 3 will: • Clarify the outputs, work-flows, organizational structure, authorities, accountabilities, and working relationships of each agency in the HQDA, • Establish a common language for communication among HQDA Principals and their staff, • Establish a management structure grounded in proven organization principles – principles that will drive efficient operations among and within HQDA agencies and lead to HQDA being recognized as a properly designed and well-managed organization.

  13. Situational Awareness 7-57. Commanders begin their visualization with situational awareness. Situational awareness is immediate knowledge of the conditions of the operation, constrained geographically and in time. More simply, it is Soldiers knowing what is currently happening around them. Situational awareness occurs in Soldiers’ minds. It is not a display or the common operational picture; it is the interpretation of displays or the actual observation of a situation. On receipt of mission, commanders develop their situational awareness. They base it on information and knowledge products, such as the common operational picture and running estimates. Army Field Manual 3-0 (February 2008)

  14. Functional Structures Limit Enterprise-Wide Decision Making

  15. Full Spectrum ENTERPRISE MANAGEMENT STATESMANSHIP OEF/OIF NON- KINETIC KINETIC WAR FIGHTING WARRIOR ETHOS https://www.cslmo.army.mil/ Professional Development • Centralized SES Management • Developmental Assignments • Executive Business Courses • Army Management Staff College • Talent Pool Management • Army Senior Fellows • Enterprise Management • Army Civilian University

  16. Army Transformation Done Right

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