OBT develops business strategy and policy, enables objective governance, promotes best business practices and facilitates innovative solutions across the Army to provide ready forces in the most efficient and fiscally responsible way to the nation.
Driving best-in-class management techniques and processes.
Develop and mature enterprise-wide, scalable decision analytics capabilities to harness the full business value of Army information sources through a broad range of descriptive, diagnostic, predictive and prescriptive analytics that enable better decision-making, improve cost visibility and promote transparency of Army operations with full implementation of EDAS Objectives by EOY 2021. Facilitate the performance assessment of goals, objectives, policy, programs, studies and other efforts that support the strategic direction of Army Business. Provide general analytic support to OBT leadership and functional areas as needed. Conduct routine performance reviews to OBT and Army senior leadership related to achievement of business objectives contained in both strategy and policy.
a. Rationalize the business system portfolio through active portfolio management to eliminate system redundancies, reduce investment in legacy systems, reduce costs and achieve accountability of systems with 100% of BMA domains completing TIME portfolio analyses and use analysis.
b. Establish an integrated ERP environment supporting specific lines of business while enhancing overall enterprise agility, performance assessment accountability, decision-making and overall effectiveness, where the integrated ERP enclave is established and functioning within DISA DECC.
Facilitate the improvement of Army capabilities to enhance cybersecurity within the Business Mission Area to prevent unauthorized disclosure of national security information from Army defense business systems where 100% of Army business systems have standard authorization to operate without conditions by EOY 2019.
a. Mature the Army Business Enterprise Architecture (ABEA) into an integrated enterprise architecture capable of supporting the full spectrum of business transformation analysis and where the ABEA taxonomy is implemented across the BMA. Expand user base by 10% annually. Move the EDSC to IOC.
b. Advance the Army Enterprise Knowledge Repository (EKR) to final operational capability to ensure business and technical data required at enterprise level are organized and harmonized across all E2E business processes and maintained in a single authoritative repository, and with 10% expansion of user base annually.
a. Identify and build relationships with key oversight committee professional staff members to communicate the accomplishments achieved and challenges confronting the Army’s efforts to improve its business operations and transformation efforts.
b. Develop, refine and promulgate Department of the Army strategy, policy and guidance in support of Army business operations and business transformation to provide ready forces in the most efficient and fiscally responsible way to the Nation. Provide for prepotency of Integrated Management Systems across the depth and breadth of the business enterprise. Promote approaches to innovation and its supporting concepts for improving the effectiveness and efficiency of Army Business.
Provide a flexible, enterprise performance measurement capability that aggregates key performance indicators from multiple functional domains, providing a strategically-focused representation of performance to inform decision-making and resource allocation.
a. Facilitate the development and implementation of OSD reform initiatives, supporting the President's goal of improving the efficiency, effectiveness and accountability of the Executive Branch and Secretary of Defense's goal to drive transformational improvements of business systems, processes and policies.
b. Drive implementation of Army reform efforts that free up time, money and manpower for the Army's highest priorities and empower subordinate commanders to make more timely and effective decisions. Enable enterprise level Army reform initiatives that change culture, push authorities, responsibilities and resources to the lowest level of command, reduce low-value activities and improve business processes.
a. Facilitate the development of an Army capability to identify and reduce costs associated with waste and variation in Army business processes to support growth in operational force structure and enable better decision-making, improve cost visibility and promote transparency of Army operations.
b. Institutionalize the Army's approach to Business Process Management through the establishment of BPR and CPI Centers of Excellence, the development of a curriculum and the creation of a cadre of BPR and CPI practitioners by EOY FY21. Deliver world class training (virtually and in-class) and execute enterprise-level projects that result in significant business process efficiencies, optimize cost savings and improve the Army's ability to deliver readiness, modernization and reform at best value.
Improve management and delivery of OBT Business Systems capability to Army User Bases to best provide reliable and secure web-based Business Systems Capability for the Army to improve effectiveness and achieve efficiencies.
Change the Army’s educational culture and structure to embrace and include, business acumen through incorporation into curricula in ILE, CES, Advanced Course, and SSC, GO and SES training.
Deliver a multi-phase approach to Army Business Operations Modernization including consolidation of the major Army ERPs onto a single platform to deliver better visibility to Army commanders, enable Army auditability, improve Army operational resilience, and contribute to improved readiness.
a. Establish improved, efficient and effective internal OBT administrative and management processes to better support OBT’s ability to develop strategy and policy, enable objective governance, champion best business practices and facilitate solutions in improving Army Business Operations.
b. Improve the management of the full spectrum of OBT's resources with the rigor to meet internal day-to-day business operations and the flexibility to adapt to emerging requirements while practicing good stewardship and customer support in accordance with Audit Readiness Standards and Fiscal Law.
The mission of the Office of Business Transformation (OBT) is to continuously assist the Army in transforming its business operations across the Army enterprise to more effectively and efficiently use national resources.
The OBT will achieve this mission by accomplishing these objectives:
1) improve the effectiveness and efficiency of Army business processes;
2) transform business systems information technology management;
3) promote resource-informed decision-making; and
4) achieve an integrated management system.
Director, Office of Business ManagementOBT Director
Deputy Director, Office of Business TransformationOBT Dep. Director
Director, Office of Enterprise Data Analytics EDA Director
Chief, Acquisition and Logistics FunctionALF Chief
Chief, Business Plans & Assessment BPA Chief
Director, Business Innovation and ImprovementBII Director
Army Regulation 5-1 (Management of Army Business Operations)
Business Process Improvement
Continuous Process Improvement
Education and Training
Enterprise Business System (EBS)-Convergence
Enterprise Data Analytics
Enterprise Knowledge Repository
Strategic Management System (SMS)
Business Planning and Assessment (BPA)
Business Innovation and Improvement Program (BII)
To facilitate the development of an Army capability (across the total workforce) to identify and reduce costs associated with waste and variation in Army Business Processes and applying the savings to our Army’s top priorities.
An Army workforce who understands and is able to codify their critical processes. An Army workforce who can identify and reduce costs associated with process waste and variation as a function of their daily assigned work.