Army Business Transformation

Friday October 22, 2010

What is it?

The Under Secretary of the Army, and its first chief management officer, Dr. Joseph Westphal, has detailed the current Army Business Transformation agenda in the 2011 Business Transformation plan thus fulfilling requirements mandated in section 908 of the 2009 National Defense Authorization Act.

The plan describes business transformation vision, goals, objectives, priority initiatives, and management reform efforts. The vision of Army business transformation is: A Generating Force that better supports the agile and versatile Operating Force to produce Readiness at Best Value. The business transformation vision is framed around four critical management priorities:
(1) Develop and implement an Integrated Management System
(2) Transform business operations
(3) Align, integrate and innovate enterprise-wide processes
(4) Adjust culture

What has the Army done?

To realize the business transformation vision, the Army's two current objectives are - transforming business operations and developing and implementing an Integrated Management System. In support of these objectives, the Army has already enhanced the Army Campaign Plan (ACP) by broadening its focus, synchronizing the leadership of the assistant secretaries, the Army staff principals and the Army commanders to ensure direct Secretariat leadership, goal alignment, development of strategic metrics, and active management of Army-wide objectives. Another exciting enhancement to Army management is the insertion of cost benefit analysis for all new or unfunded requests including the total cost of the proposal, benefits that will result, the bill-payers required, and potential effects of the funding decision. Strong leadership and a complete Army team effort, military and civilian, are also bringing about the cultural adjustments necessary to achieve these objectives.

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

The Army is identifying milestones and metrics for the Integrated Management System. Leadership and expertise is critical to our success, so continued senior leader development training and cost management certification training will enhance management capabilities, improve cost management skills and encourage a cost culture throughout the Army. And, the Army will continue to leverage an enterprise management model creating cross-functional collaboration to support senior leader decision-making.

Why is this important to the Army?

Army business transformation will assist Army leadership in making better resource-informed decisions resulting in "Readiness at Best Value" and help us find efficiencies consistent with DOD's guidance and establish an enduring capability to reduce duplication, overhead, excess, and instill a culture of savings and restraint.

References:

U.S. Army Office of Business Transformation

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