Leading and Managing the Army Enterprise to Generate Readiness at Best Value
Durbin, Robert E., Army
The Army's all-volunteer force is a national treasure. Proud members of our active component alongside our citizen-soldiers of the Reserve and National Guard contribute significantly to the success of ongoing operations. Less than 1 percent of Americans wear the uniform of our nation's military, however; they and their families carry the burden of a nation at war. Despite these burdens, our soldiers continue to perform magnificently around the globe and at home. Our civilians remain equally dedicated to the Army's current and long-term success. They deserve an Army that is committed to transforming business operations that generate readiness at best value to ensure the long-term health of the Army. Quite simply, we must do more without more.
The focal point of Army transformation is now the Army's generating force - the force that recruits, equips, trains and sustains our Army. An essential element of the Army's 10-year transformation effort is to make the generating force as versatile and agile as the operating force. It is evident that in future strategic environments, achieving versatility and adaptability is only possible by adjusting our culture while we focus on two goals - developing and implementing an integrated management system and transforming our business operations.
Several key developments have occurred in the Army's business transformation efforts since last October, including the role of the chief management officer, the establishment of the Office of Business Transformation, a review of the integrated management system and an overview of business transformation vision - alignment, integration and Innovation.
The 2008 National Defense Authorization Act established the Under Secretary of the Army as the chief management officer and directed him to be the primary manager of Army business operations. In this capacity, a primary focus is managing and improving business processes. Joseph Westphal, in his role as the Army's first chief management officer, has immediately taken an interest in improving the Army's two core processes - how we generate forces and how we plan and resource our Army. As part of Army business transformation, he is leading an executive-level effort to review and implement Army force generation business initiatives and intensively review the planning, programming, budgeting and execution requirements process, since identifying and prioritizing the essential needs of our warfighter are critical steps in hill life-cycle financial management. In addition, he is championing several business transformation initiatives aimed at improving business operations and warfighter support including streamlining the civilian hiring process, improving contracting service delivery, and improving family and soldier support programs.
To assist the chief management officer in executing National Defense Authorization Act directives, the Secretary of the Army established the Office of Business Transformation. Its primary role is to actively engage in the development and implementation of an integrated management system that enables effective and innovative business operations and systems that are fully integrated at best value. Organizationally, three directorates address business transformation planning, operations and assessment; they will challenge the way we do our work and help lead in areas of business we haven't focused on before. The ultimate goal for the Office of Business Transformation is to improve and transform business operations to ensure that the generating force becomes as versatile and agile as the operating force and to push innovation and drive creative business thinking across the Army enterprise.
Our vision for Army business transformation is to achieve an integrated management system that is performance-based and outcome-focused to enable cost-informed decisions and trade-offs for successful management of the Army's business operations. We must align and integrate our business operations both horizontally across the Army enterprise and vertically, from the field up through external stakeholders such as the Department of Defense, Government Accountability Office and Congress. …