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Today's Focus:

Core Enterprises Key Element in Institutional Adaptation

SENIOR LEADERS ARE SAYING

"Our job is to facilitate change by helping to transform the Army's current business practices to its strategic environment."

- Lt. Gen. Robert Durbin, director of the Enterprise Task Force, speaking about the Army facing many challenges due to a complex strategic environment and the persistent demand for forces

Enterprise Task Force engages business leaders

WHAT THEY'RE SAYING

Year of the Noncommissioned Officer

"My drill instructor in basic was my inspiration. I'll never forget him. He really set me on the path to success in the Army. This is something I really want to do. The circle keeps getting bigger. I'll be able to do for others what my drill instructor did for me."

- Staff Sgt. Jonathan James, installation provost sergeant of U.S Army Garrison Brussels, put in a specific request for drill instructor duty which brings him full circle to where he started his career

Year of the NCO: Brussels staff sergeant sets high standards

CALENDAR

2009 Commemorations :

Year of the NCO

Year of the Military Family

100th Anniversary of the Chaplain Assistant

August 2009

August 7: Purple Heart Day

August 26: Women's Equality Day : See Women in the Army Web page

PROFESSIONAL WRITING

Army Professional Writing

TODAY'S FOCUS

Core Enterprises Key Element in Institutional Adaptation

What is it?

One innovative way the Army is better supporting Soldiers and families is through the core enterprise concept. Core enterprises bring together organizations with similar or related functions. They are working together to find better ways to generate trained and ready forces essential to accomplishing the Army's mission. The core enterprise concept encourages relevant leaders, at all levels and regardless of organization, to collaborate to manage priorities effectively and efficiently. The net result is the core enterprise concept better aligns functions, processes, and working relationships between the generating force and the operational force.

What has the Army done?

In January 2009, the Secretary of the Army signed a memorandum formally establishing institutional adaptation as a component of Army transformation. Additionally, the Secretary approved core enterprises as a part of a working framework to scope the work associated with institutional adaptation. In response, the Army is already starting to think, act and operate as an enterprise by aligning major functions into four core enterprises that represent the building blocks for Army Force Generation (ARFORGEN). They are: human capital, materiel, readiness, and services and infrastructure.

What continued efforts does the Army have planned for the future?

Through core enterprises, the Army is aiming to become better stewards of its resources so that it can continue to accomplish its mission while preserving the all-volunteer force.

Why is this important to the Army?

Core enterprises are essential to accomplishing the three goals of institutional adaptation, which are: 1) to improve the way we generate forces, because personnel, equipment and training are not getting to the right place at the right time to best support the operational force; 2) to adopt an enterprise approach, because better collaboration means better decisions for the Army as a whole; and finally, 3) to reform the requirements and resource process, because in today's fiscal environment the Army must make the most of every day and every dollar to provide Soldiers and families a level of support commensurate with their dedicated service.

Resource:

Army Enterprise Web site

Related article: Enterprise Task Force engages business leaders

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