Office of Enterprise Management

Transforming the Business of the Army

The Office of Enterprise Management develops business strategy and policy, enables governance, and promotes best-in-class business practices to improve efficiency and facilitate innovative solutions and improvements across the Army.

For even more business transformation resources and information, visit our OEM Portal, or contact us to sign up for our mailing list (usarmy.pentagon.hqda-osa-oem.mbx.webmaster@mail.mil)

OEM News

13th Biennial LEAP Awards

Join us September 6th, 2023 from 1300-1500 for the 13th biennial Lean Six Sigma (LSS) Excellence Award Program (LEAP) ceremony, acknowledging individuals and teams who demonstrated excellence in building, sustaining, and implementing results-driven process improvement projects this past year. Hosted by Mr. Robin Swan, Director, U.S. Army Office of Enterprise Management, Director of Enterprise Management (DOEM), the awards were broken into two categories: Process Improvement Deployment Excellence Award (PIDEA) and Process Improvement Project Team Excellence Award (PIPTEA). 

Check out our article for more information on the winners and follow this link to attend the ceremony.

OEM Newsletter August 2023


In OEM's inaugural newsletter the 'Enterprise Evolution' we introduce to you our quarterly newsletter with which we deliver a curated selection of compelling content, thought-provoking insights, and important OEM news. In this edition, we share with you:

  • Army Audit Agency (AAA) Audit Complete: Business Mission Area (BMA) Helps Navigate the Army Data Landscape 
  • Keeping the Heat Off Through Awareness: August is Anti-Terrorism Awareness Month 
  • OEM Proudly Supports Newly Appointed Army Chief Information Officer (CIO) Leonel Garciga 
  • Details For Working Business Mission Area (BMA) Conceptual Logical Data Models Released 
  • Celebrating Women’s Equality Day by Honoring a Trailblazer Who Broke the Barriers: Col. (Ret.) Yolanda Hines 

We look forward to continue to grow this platform and spotlight more Articles, Interviews, Events and Webinars, News Briefs, and Opportunities in the future.

OEM Newsletter Archive

  • Mr. Robin Swan
    Director, Office of Enterprise Management
    Mr. Robin Swan
  • Mr. Thomas Sasala
    Deputy Director, Office of Enterprise Management
    Mr. Thomas Sasala
  • Mr. Bakari Dale
    Director, Performance Analytics Division
    Mr. Bakari Dale
  • Dr. Charles Brandon
    Director, Process Improvement and Reengineering
    Dr. Charles Brandon
  • Mr. Chris Craft
    Manager, Business Training & Education Manager
    Mr. Chris Craft
  • COL Keith DeGregory
    Chief, Performance Analytics
    COL Keith DeGregory
  • Mr. Paul Shigeta
    Legislative Strategist
    Mr. Paul Shigeta
  • Ms. Audrey Smith
    Chief, Mission Area and Portfolio Management Governance Division
    Ms. Audrey Smith
  • Mr. Marco Temaner
    Chief Architect, Enterprise Architecture and Strategic Management System
    Mr. Marco Temaner
  • Ms. Linda Kotulan
    Chief, Performance Assessment Division
    Ms. Linda Kotulan
  • Ms. Jen Mootz
    Director, Integrated Management
    Ms. Jen Mootz


  • Per GO 2023-07 (6 April 2023), effective 31 March 2023, the United States Army Office of Business Transformation (OBT), together with its authorities and responsibilities, personnel, and resources, is re-designated as the United States Army Office of Enterprise Management (OEM). OEM is an Army Secretariat activity reporting directly to the Under Secretary of the Army, who also serves as the Army's Chief Management Officer (CMO).

    OEM will assist the CMO in carrying out business management initiatives, including:

    • planning, executing, and assessing the CMO's management agenda
    • developing and implementing an Army Business Management Plan and ensuring alignment of the plan to the Office of the Secretary of Defense Strategic Management Plan, CMO management agenda, and Army Campaign Plan
    • planning and implementing Army management reform initiatives
    • representing the CMO with appropriate offices in the Department of Defense and the Defense Business Council
    • representing CMO positions in associated Army mission area governance forums
    • governing the Army Business Mission Area (BMA) by co-chairing the Army Business Council (ABC) with the Chief Information Officer (CIO) and serving as the ABC secretariat
    • serving as the BMA data lead in support of the Army Chief Data and Analytics Officer (CDAO)
    • serving as the Army Performance Improvement Officer (PIO), responsible for assessing the performance of Army business processes through CMO priority business metrics
    • serving as the Army program office for continuous process improvement and business process reengineering training, certification, and certified practitioner utilization
    • reviewing legislative actions for organizational and management responsibilities, implications, and implementation
    • supporting the CIO with Army BMA defense business system (DBS) management actions leading to annual CIO certification of priority and covered DBS certification
    • supporting the CIO with management of the Army business enterprise architecture and the integration of that architecture into the CIO's information technology enterprise architecture
  • Congressional efforts to drive business transformation within DoD began as financial management reform in the 1980s and 1990s. Initially, efforts were viewed as an issue for the Department’s Comptroller, but this view evolved to be recognized as an enterprise issue due to the cross functional nature of data, processes, and systems. Congress established CMO positions at the Deputy Secretary of Defense and Under Secretary levels to facilitate enterprise level efforts and cultural change. Congress then established service-level offices to support the CMOs, so with the NDAA ‘09, Sec 908, OBT was born!

  • OEM supports the Chief Management Officer (Under Secretary of the Army) in driving business transformation initiatives, performing army business system portfolio management, achieving an integrated management system, developing enterprise architecture, and ensuring continual business process reengineering (NDAA ‘10, Sec 1072).

    Army Business Transformation focuses specifically on improving the business processes and information technology that drives the Institutional Army. The Institutional Army generates the trained and ready land forces that fulfill a broad array of defense missions. The magnitude and scope of the Army’s business transformation effort makes it one of the most complex projects ever attempted. The interdependencies between functions and processes defy simply, directed solutions. With the unpredictability of future missions and fiscal challenges, neither the Army nor the Nation can risk mission failure.

    In addition to improving the way we generate forces, we must properly manage the demands we place on our ecosystems, environment, electromagnetic spectrum and supplies of energy and water. The Army’s multi-faceted approach enables the Army to preserve readiness and fulfill commitments within lower budgets. In preparation for this responsibility, the institutional Army must perform its activities faster, smarter and cheaper to provide trained and ready forces at best value for the Nation today and in the future.

Integrated Management

  • The Business Planning and Assessment Office works with leaders in the Army, industry, and academia to develop, test, and implement innovative ideas. The office also enables Army Business Mission Area performance management, supports the development, review, and update of Army business strategies, and conducts annual Business Strategy assessments.

  • 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.

  • AI2 supports the Army Innovation Strategy by collecting innovative ideas from across the force and presenting them to experts for consideration and implementation.

  • The Balanced Scorecard is an enterprise performance tool that aggregates key performance indicators from multiple functional domains in order to better inform resource allocation decisions.

  • The IMS initiative advances IMS concepts and practices across the business enterprise through advocacy, education, and incorporation into Army doctrine.

Process Improvement and Reengineering

  • The Business Process Improvement Office develops and implements strategies for shifting resources to high-value activities. It develops and implements reforms to eliminate unnecessary or obsolete compliance requirements and reduces the cost of mission-support operations.

  • The Army Contracting Efficiencies (ACE) Course is designed to equip a cadre of Army soldiers and civilians with the skills to increase efficiency of the requirements-to-procurement process. The course will empower participants with the approaches and mindsets to drive efficiencies across the Army, to improve the timeliness and efficacy of requirements, and to ensure best practices are applied across the acquisition process.

    The course is an immersive, 10-day, in-person “Boot Camp” followed by a ~12- week Capstone project.

    The Boot Camp will impart leading technical and execution best practices. Technical modules include discussions on ways to identify efficiencies in requirements generation, supply market analysis, total cost of ownership evaluation, and contracting. The execution skills will provide in-depth problem solving and communications training designed to help shape “how” participants think – not “what” they think.

    The Capstone project will serve three primary purposes. First, the Capstone will provide the Army tangible benefit in terms of efficiencies and cost reductions achieved. Second, organizations will be able to have this newly developed expertise deployed against their toughest challenges. Finally, participants will be able to apply the lessons and skills developed in the in-person phase thereby deeply ingraining the new way of working. While the topic for Capstones may vary across participants, Capstone projects will serve a mission-critical need that may identify solutions that may be employed more widely.

    The course is designed for soldiers and civilians with a current position focused on and expertise in requirements generation, contracting, acquisition, and/or category management. Participants should have sufficient time remaining at their current organization to enable skill and knowledge transfer and radiation across the organization. An ideal participant should be comfortable using Excel to manipulate and analyze data. There are no grade or rank requirements.

  • The CPI program trains and enables practitioners across the Army to improve the performance of Army business operations. The programmatic approach is a synthesis of scientific management systems thinking, systems dynamics, and Army performance improvement methodologies.

  • BPR is a logical approach for assessing process weaknesses, identifying capability gaps, and implementing innovation and optimization opportunities to achieve breakthrough improvements in operational performance. The approach goes beyond traditional process improvement by focusing on the holistic environment including the people, process, policy, technology, and information affecting the current and future states. BPR focuses on end-to-end business processes rather than functional silos, producing new process outcomes and maximizing the use of commercial best practices in enabling technology.

    BPR milBook

  • The EBM course is designed to help students become familiar with principles of business management within the business mission area. The course enables students to maximize reform opportunities, develop the civilian workforce, and increase operational readiness IAW AR 5-1 Management of Army Business Operations.

  • Lean Six Sigma is a team-focused managerial approach that seeks to improve performance by eliminating waste and defects. It combines Six Sigma methods and tools and the lean manufacturing/lean enterprise philosophy, striving to eliminate waste of physical resources, time, effort and talent while assuring quality in production and organizational processes.

    LSS milBook

Business Training and Education

  • The Business Training and Education Office is focused on transforming the Army’s educational culture and structure by incorporating business best-practices into Army course curricula (ILE, CES, Advanced Course, and SSC, GO and SES).

  • Army regulation 5-1 , Management of Army Business Operations, prescribes policies and responsibilities for managing business operations supporting the Army's execution of its primary functions (organize, man, train, equip, and sustain force) under U.S. Code: Title 10.

Enterprise Architecture

  • The Army Enterprise Architecture division manages the evolution, development and maintenance of the Army Business Enterprise Architecture (ABEA), maintains the Enterprise Knowledge Repository (EKR), assists with the execution of the annual Organizational Execution Plan (OEP)/Portfolio Review (PfR) processes, assists with DBS Acquisition process (BCAC), and provides Architecture-based analytics to inform Portfolio Management.

  • ABEA captures functional domain, subject matter expert, and policy EA information in order to model and document Army Enterprise Architecture directly in the Enterprise Knowledge Repository. Interactive workshops and training are conducted on a regular basis to assist the Army architecture community in providing and developing their respective portions of the ABEA.

  • The Solutions Architecture team leads the Business Solution Integration Practice Area, which works to sustain current levels of efficiency and effectiveness while simultaneously pivoting to meet strategic objectives best enabled by modern technologies. This team incorporates six enterprise-level activities: decision analytics, transition strategy, capital planning and investment control, demand management, data management, and ERP integration.

  • The Strategic Management System (SMS) is the Army Enterprise Program of Record for Performance Management that aggregates key performance indicators from multiple functional domains and provides a strategically focused representation to the Army's Senior Leadership. SMS provides executive dashboards with SUCCESSFUL (green), PARTIALLY SUCCESSFUL (amber), or UNSUCCESSFUL (red) ratings with metric data, while providing a dynamically updated briefing capability with live data, embedded email, alerts, and interactive comments.

Mission Area and Portfolio Management Governance

  • The Mission Area and Portfolio Management Governance Division is responsible for Business Mission Area governance, validation of business system requirements, conducting portfolio management and certification of funds.

  • The EBS project ensures industry best-practices are incorporated by organizations supporting the Army Business Mission Area. This transformation enables the Army to leverage commercial-of-the-shelf and best of breed solutions, modernizes back-bone business systems, and increases readiness from the headquarters level to the tactical edge.

Performance Analytics

  • Performance Analytics Division manages an enterprise-wide scalable data analytics capability that enables both analysts and their leaders to predict and solve problems, optimize resourcing decisions, and deliver enhanced readiness.

  • The Army's Community of Interest (COI) for Data Science and Intelligent Automation is a collaboration and learning forum for communication addressing Data Science & Intelligent Automation related issues with respect to knowledge about and access to platforms, tools, experts, and events, etc. within the Army Analytic Mission Areas. The forum aid in the Advanced analytic community meeting the evolving demand for enterprise-level data analytics solutions by leveraging descriptive, diagnostic, predictive, prescriptive, and cognitive analytics and intelligent decision-support.

  • Deep Green is an emerging collaboration capability designed to leverage the spirit of competition, bringing together cross-functional teams and executive sponsors to solve the Army’s acute business and analytics problems.

  • HAL, or the Army's Analytics Center of Excellence (ACE), is focused on leveraging analytics to address enterprise-level questions, developing and deploying strategic direction throughout the Army, and maturing the broader data analytics community.

Performance Improvement

  • The Performance Improvement Division, in support of Army strategic priorities, facilitates the implementation of Army reform initiatives that free up time, money, and manpower for investment into higher priority efforts (readiness and modernization), and empower commands to make more efficient, timely, and effective data-driven decisions.

  • ARI 2.0 focuses on driving reforms to improve processes, procedures, and structure at the Army enterprise level. Commanders and Staff Principals are empowered to conduct internal reforms that result in efficiency gains and enable timely data-driven decisions at the lowest possible level.

  • Army category management (CM) is the business practice of buying common goods and services as an enterprise to eliminate redundancies, increase efficiency, deliver more value and identify savings which can be reinvested into higher Army priorities. CM uses a structured approach to manage strategic requirements, maintain oversight of acquisition and cost management processes to enable elimination of redundancies, increase efficiency and effectiveness, and improve end-user satisfaction.

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