Think Enterprise: Delivering Culture Change. Mr. Bob Fecteau US Army INSCOM CIO

Transcription

1 This Briefing is UNCLASSIFIED This Briefing is UNCLASSIFIED Think Enterprise: Delivering Culture Change Presented to: Enterprise Integration Expo 23 September 2003 Mr. Bob Fecteau US Army INSCOM CIO

2 Agenda Winning Strategies Application Development New Dimension of Business Solution Providers Leading Culture Change Summary 2

3 Winning Strategies 3

4 Achieving Success Dynamic leadership with a vision Getting beyond the vision Enterprise is in the eyes of the beholder What is the size of the enterprise that you can influence? How do you define the boundaries? Are boundaries different for planning and execution? How is the enterprise supported? Centralized vs. decentralized funding Are there solutions that can leverage relationships within the Federal Government? Commercial Solutions are not necessarily Government Solutions Continue to press for institutionalization & culture change (even quick wins take time) Publish Policies, Plans, & Standards as enablers to achieving the vision 4

5 Revised 5 Year IM/IT Vision (2003) A responsive, deployable, agile, versatile, sustainable, survivable, and interoperable IT environment (people, resources, infrastructure) that enables Army, Functional Intelligence, and INSCOM transformations, and provides to the right people (Combatant Commanders, ASCCs, etc) at the right time in the right place in the right way the right information that becomes the knowledge edge and leads to decision dominance and successful mission accomplishment Buzz Optimized IT Environment + Multiple Transformation Efforts Science of War Art of Battle Command Decision Dominance 5

6 Goals and Focus Areas Services Customer-Focused Resources Build the Best and Keep the Best People Funding Planning Defense in Depth Full Service Directory Assurance in Depth Networks Development Training Asset Management Enterprise Architecture Hardware Software Emerging Technologies Tactile Information Portals AKO/AKO-S Web Physical Assets Efficient Management and Accurate, Timely Forecasting Security Protected Infrastructure for Mission Accomplishment Architectures Interoperable Infrastructure for Knowledge Superiority Knowledge Management Creation and Sharing of Knowledge for Agile Decision Making 6

7 Application Development 7

8 Global Presence III 115 MI X MI III MI X MI III MI CCF X MI INSCOM 1 IO Cmd II MI Menwith Hill Station III 66 MI III 108 MI X 501 MI 500 III MI NGIC ITRADS 470 III MI 58 14,000 Separate sites Professionals 15,000 PCs 1000 Servers 500 Routers 8

9 Objective Environment CCF SCD 500th 513th 501st 470th 66th FSC 116th 108th = Knowledge Centers NGIC 704th 115th 902d ITRADS 1st IO Turns a team of experts into an expert team focused on the Unit of Action Integration occurs at every echelon When One INSCOM Asset is in the Fight, the Rest are as Well 9

10 Application Development Goals / Tenets Rapid Iterative development Small iterations that are deployed quickly before technology and business needs change Allows the application to be fielded in months rather than years Automated account registration (provides best opportunity for highest quality data) Users can get an account in less than two hours Removes the need for an administrator to manually create accounts Helps define true target group Flexible Ability to rapidly add new capabilities as needed Ability to interface with other applications (Use XML web services) Manageable Proactive process management Accountability The history of all transactions is recorded (national security audits) Reports available to assess the efficiency of the processes and personnel Always Look Across the Command and Analyze Business Processes NO STOVEPIPE SYSTEMS 10

11 Recent Solution Successes ASID Automated Systems Integration Management Intelligence Database Portals ACAVS Army Contractor Automated Verification System FSD Full Service Directory 11

12 ASID Objectives Automated Systems Integration Management Intelligence Database Infostructure Situational Awareness through web-enabled tool Centralized Decision Making Enterprise Planning, Analysis, & Reporting Plans, Programs, Budget & Execution Process Life Cycle Management / Acquisition Hardware/Software Configuration Management Total Cost of Hardware/Software Investment Automated Systems Architecture Development Army Knowledge Management Goals 12

13 Why Portals? Portal technology creates an environment conducive to cultural change for data sharing within the organization Started with individual staff section Office XP s Team Service Portal for IDC PAT (start small/start fast) Created worldwide Sharepoint Intelligence Dissemination Portal: post September 11 Reinvest lessons learned to go from small to large CENTRALIZES DATA FOR GROUPS, GROWS SHARED DATA CONCEPT, CRITICAL TO DRIVING CULTURAL CHANGE! 13

14 ACAVS Advantages Precise accountability of contractors and contracts in Army Sensitive Compartmented Information (SCI) space Insight into the SCI request process through reporting and monitoring Status of requests Identify hold-ups and slowdowns Report on overdue actions and expiring contracts Eliminate paper/snail-mail steps saving both time and money Facilitate communication between users via Move data entry duties from government to the contractors reduced processing time on average requests from 49 days down to approx. 5 days 89.8% reduction in processing time, a cost avoidance saving the Government an estimated $12,320 per contractor processed Enabled Army to handle large increase in contracting requests that followed the 9/11 attacks 14

15 Full Service Directory Lessons learned from ACAVS allowed creation in 31 days Focused on getting data from most authoritative source: YOU Input data once by the user via an easy to use web-based application Use data many times Security workflow enforceable globally Authoritative Searchable Traceable Reduce duplicative input Allows for growth towards Active Directory Leverage x.500, LDAP &.NET technology Allow users to modify pertinent data: address, phones, etc. Added Biztalk for off-line use Effectively spread the effort across the Army via a WEB interface! 15

16 Leading Culture Change 16

17 Leadership Transition from Cost to Value-based structure Out-of-the-box thinking Supports individual and organizational innovation Become less HQs centric when designing effective processes and structures that increase organizational flexibility and agility Linking, creating, exploiting, and managing knowledge in the organization Leaders must know & understand technology (and stay abreast of it) to fulfill their functions The The INSCOM INSCOM CIO CIO has has instituted instituted a fairly fairly radical radical culture culture change change among among the the workforce workforce to to view view IT IT as as an an enabler enabler and and to to more more fully fully exploit exploit it! it! (ALL (ALL INSCOM INSCOM personnel personnel are are considered considered Information Information Technology Technology Workers) Workers) IT IT SKILL SKILL IS IS NOT NOT OPTIONAL! OPTIONAL! Change Change Management Management is is part part of of all all strategic strategic planning planning within within INSCOM INSCOM INSCOM INSCOM treats treats change change as as constant constant 17

18 Change Management Must be consistent Must not be adversarial or perceived as inconvenient Leader supported Key to attaining new functionality from within the workforce Let the workforce own the process Must foster a continual learning environment Constantly seek out education opportunities Learning does not stop with certifications or degrees; these are only facilitators Focus on development of new capabilities tied to strategic direction of organization 18

19 Understand Current Culture Change management requires in depth analysis of current employee values: ID how reward systems works What constitutes success? What is measured in organization? Where are the controls within an organization? What is the primary communications channel? DOES HE WHO HAS THE GOLD MAKE THE RULES? 19

20 ADOPTION IS CRITICAL ACAVS Example The number of contracts and contractors supported by CSE continue to increase Workforce initially reluctant to adopt new solution Within six months CSE stated they would not have been able to accommodate an increased workload without increasing their staff Results have been 100% increase in volume with 2 fewer staff executing more efficiently ACAVS improved the business process in four significant ways: Reducing paper processes Keeping all levels informed Reducing data entry for all parties Moving work effort from government to contractors (most authoritative) 20

21 Key Change Impediments Lack of buy-in that change is needed Lack of adequate change management skills by leadership Lack of senior leadership champion Turf battles Inability or unwillingness to downsize 21

22 Other Agencies All DOD Other Services Army Expanding Business Capabilities One point of data entry via linked systems Create A Learning Organization & Environment Leading through innovation new technology insertion Leading through maximizing current investments Leading by increasing IT capabilities in workforce Continual Learning it doesn t (and shouldn t) stop when you exit the schoolhouse door 22

23 Summary Drive true change using automated systems to capture ideas, keep the workforce informed, provide a feedback capability and ensure change management is included in all aspects of organization planning and performance. 23

24 Questions? Harnessing the Power of IT 24

25 Back-ups 25

26 Process Improvement Acquisition Policy Capital Planning & Investment Cornerstone Concepts Architectures & Infrastructures E-government & E- business Technology Assessment Strategic Planning Performance & Results-based Leadership Core to Mission Mgmt Security & Information Assurance Centralized IT management & oversight across the enterprise to achieve effective strategic planning and capital investment (such as asset management through life cycle replacement) Accurately scoped breadth of the IM/IT asset investment Development of a modernization plan for IT assets that encompasses the business processes and missions supported Translation of the data into smart, executive-level decisions which allows for a successful IM/IT investiture process that obtains the best results throughout the organization for every dollar invested Development of standards management (software & hardware) Enterprise solutions and licensing Investigation of Business Processes good ideas shared or implemented improvements across all boundaries 26