The Transforming AMCOM Guiding Coalition, a group of experienced leaders from across the command, met April 16 to hear updates from six of the 30-plus Leading Change Teams within the command.
These teams presented topics within the command that are considered quick wins for change. A "quick win" is defined as an idea that can easily be implemented, already fits within existing policies and regulatory guidelines, and can provide some immediate dividends to the command. Topics included reducing printing costs, adding a G-6 employee capability matrix and tracking command blackberry usage (with the goal of reducing it).
The teams were formed out of suggestions for change submitted to the Transforming AMCOM site, http://transformingamcom.redstone.army.mil. Currently there are 112 change ideas submitted to the site. These employee ideas address possible improvements in areas as diverse as saving energy, to changing the way we repair helicopters in the reset process.
The Transforming AMCOM initiative started in November as a way for the command to focus on becoming more efficient through the participation of employees at all levels. Since approximately 84 percent of AMCOM's total budget consists of costs related to sustaining our aviation and missile fleets, while only 16 percent of the budget involves personnel costs, AMCOM has made it a priority to become more cost efficient by transforming our business processes.
AMCOM commander Maj. Gen. Jim Rogers will hold a town hall May 10 at 1 p.m. in Bob Jones Auditorium to update the command on progress made through this initiative.
"I believe that the work force holds the answers to these very complex issues because they are the people doing the work every day," Rogers said. "Great ideas aren't delegated to a particular pay grade. So, it doesn't matter if you're a GS-5 or a GS-15, a logistician or a human resource specialist, a permanent employee or a contractor. If you have an innovative idea for how AMCOM can generate fiscal savings by transforming its business processes, then the command wants to hear about it."
The Guiding Coalition is a group of experienced employees from across the command committed to "guiding" the Leading Change teams' ideas to fruition. Their role is to communicate the vision widely, empower employees to take action, ensure credibility, build short-term wins, manage numerous change projects and anchor the new approaches into the organization's culture. One simple way they assist leading change teams is by helping change team members identify other personnel and agencies with whom to coordinate their actions. The goal is to help the change teams turn their good ideas into actions that benefit the Aviation and Missile Command.
Because major change cannot be accomplished in a vacuum, Rogers is encouraging all employees to be a part of the solution, by not only embracing change, but also by leading change.
"I want every AMCOM employee to ask themselves two questions on a daily basis: 'What can I improve today?' and 'How can I help my organization achieve its ideal future ready state that best meets the needs of our Soldiers?'" he said.
Rogers noted that while he will be retiring in June, he has spoken with the incoming commander who is onboard with the Transforming AMCOM initiative.
An issue of this magnitude cannot be solved by one person, one directorate, or even one command. Only through our ability to innovate, collaborate and rapidly adapt, will we achieve our vision and ensure that America's Army forever remains the strength of the nation.
For more information on Transforming AMCOM, visit the website at http://transformingamcom.redstone.army.mil.
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