Developing a forward strategy
Curtis Smith, Regina Foston, Kathleen Cole and Denise Price, Command Action Group members, discuss changes in strategies during a staff meeting.

Major objectives, missions, and lines of operation sound like something from a classic espionage movie. In reality, they are documents used as part of the Army Contracting Command's strategic planning process.

These documents provide strategic guidance for our leaders as they ensure the organization's ability to provide sustainable contracting services for our Warfighter community in the execution our global mission in the 21st century. One of the outputs of the strategic planning process is the strategic initiatives.

Strategic initiatives provide a roadmap for ensuring the most effective use of the organization's resources by focusing the resources on the key priorities, thereby improving the efficiency and effectiveness of our contracting service operations.

"Every employee should align themselves to our strategic priorities as their own personal mission," said Jeff Parsons, ACC executive director. "We need to look at each priority and initiative and determine how to use them in our own teams and in our own workspaces."

What are the Strategic Priorities'
Priority #1: Grow and develop a professional civilian and military workforce.
Priority #2: Maintain superior customer relationships.
Priority #3: Standardize, improve and assure quality contracting support, business processes and policies across the organization.
Priority #4: Obtain and maintain needed resources.
Priority #5: Enhance working environment and quality of life.

From the Army Campaign Plan's major objective, 'Transform the contracting enterprise to support the Army's 21st century procurement requirements", ACC's senior leadership team works with the Army Materiel Command to refine the strategic guidance from higher headquarters into executable initiatives. The SLT is comprised of the command group, the contracting center directors and the commanding generals of the Mission and Installation Contracting Command and the Expeditionary Contracting Command. They meet semi-annually to consider the future path of the organization.

"Strategic Initiatives are designed to provide a roadmap toward a more efficient and effective future for ACC," said Tony Incorvati, ACC Contracting Operations director. "They describe our long-range objectives and lay out the various strategies that we will employ to achieve them. They also leverage our capabilities as a single enterprise."

The strategic initiatives developed by the SLT, utilizing the big picture provided by the Army Campaign Plan, AMC's lines of operation, and ACC's strategic priorities, are broken down into executable tasks or measureable elements. These lay out the challenges we face, the goals we must achieve, and how we - individually or collectively - can support the enterprise and our customers. The strategic initiatives don't cover everything we do but help us to focus on the most critical things we need to do where we have the greatest need for change or the most opportunity for improvement.

"Each strategic initiative is assigned an owner who is accountable for ensuring its execution," said Kathleen Cole, director, ACC Commander's Action Group. "Depending on the scope and duration of the initiative, there may be an entire program office supporting the implementation and monitoring progress. Focusing the organization on a finite number of initiatives assures that these programs are effectively resourced and managed."

Achieving the objectives of these long-range initiatives will require the active involvement of all ACC personnel. It will require each employee's personal interpretation on how best to employ the guidance in their work processes and the work environment. Employees can participate by: helping attract, recruit and develop a high-performing and diverse workforce; fostering a culture of mentorship across the organization; finding ways to execute the contracting mission more efficiently and effectively; embracing digitization and standardization through the implementation of the virtual contracting enterprise; improving customer satisfaction and developing a methodology for measuring customer satisfaction accurately; implementing the enterprise dashboard for measuring and managing performance of our processes; and using Lean Six Sigma management methods to enhance operational performance

Page last updated Wed November 3rd, 2010 at 09:15