Transforming Department of Defense's Core Business Processes for Revolutionary Change.

摘要

The objective of the study was to provide actionable recommendations on private sector best business practices that the Department could adopt and implement in order to modernize its business processes and supporting systems to create an agile enterprise shared services organization with improved efficiency and sustained system security. See Section A for a copy of the Terms of Reference outlining the scope and deliverables for the Task Group. The study had two focal points. The first focal point was data collection and analysis. A critical element of the Task Group s approach was the receipt of data from the Office of the Deputy Chief Management Officer that was collected and analyzed across the six core business processes within the Department (Army, Air Force, Department of the Navy, and the Fourth Estate). The data for the Combatant Commands was embedded in all the six core business processes. The focus of the data collection and analysis was on the workforce labor and costs (FY 2013 actuals) within each agency, across the business functions, as depicted in Section B, page 19 (slide 3) of the executive summary. This was the first time the Department used this methodology, aimed at targeting productivity gains in order to identify cost savings that could be used for Military Services modernization and readiness efforts during a dire budget environment. The second focal point was change management and strategic communications. The workforce is the fundamental enabler to successfully achieve productivity gains through business process re-design, innovation, and technology. The very top senior leader must have a clear vision that is aligned with a strategy and widely communicated. Every employee must understand the intent, purpose, and effects of organizational change in order to feel as though they are a part of the process and embrace new ways of doing business.