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Army Managerial Leadership
NEW ARMY MANAGEMENT SYSTEMNEW ARMY MANAGEMENT SYSTEM(Version 1.0)
Prepared & PresentedPrepared & Presented byby Dr. Stephen ClementDr. Stephen Clement
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OUR VISION: To be acclaimed as a world-class, properly-designed and well-managed organization by our Soldiers and Stakeholders. In the same way that the Toyota Corporation is known for the “Toyota Way,” we – the Generating Force of the United State Army – will be known for the “Army Way” of doing business.
Our
Efficiency
Lightens
Their
Load
Their
Effectiveness
Ensures
Our
Freedom
OUR PURPOSE: Educating the Army’s senior civilian and military leaders with the knowledge they need to reach their personal managerial leadership goals and to be the leaders who bring to life the “Army Way" of doing business.
Stephen Clement & Roger Harvey
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BUSINESS TRANSFORMATION STRATEGY
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MILITARY ORGANIZATION MANAGEMENT
SCIENCE
TESTINGWar GamesSimulations
Academic&
Consultant’sResearch
Academic&
Consultant’sResearch
PRACTICE Battlefield
U.S. ArmyRio TintoShell Oil
WhirlpoolOthers
Fortune 1000HQDA
THEORY TO PRACTICEStanding The Test of Practice & Time
5©
(These organizations tend to grow randomly and become bureaucratic)
Roles get added with new funding
• New functionsget added (old ones never go away)
Layers creep in over time
The Growth of Organizations
• FOAs getestablished
Processes &systems become
rigid
Roles & structure get modified to deal with personality issues
Special projects are established and structure does not go away when project is no longer needed
CC
Corps
Div
BCT
Bn
Comp
VIIGen
VILTG
VMG
IVCOL
IIILTC
IICPT
ISoldier
Op Order
ACC
TSC
Grps
Supt
Comp
VIIGen
VILTG
VMG
IVCOL
IIILTC
IICPT
ISoldier
Support Units Maneuver
SituationAwareness
• Unclear roles and accountabilities• Too many organizational layers• Overlap and duplication of functions• Rigid systems and processes• Limited (or no) doctrinal base• Excessive overhead• Resistant to change• Lack of sufficient customer focus
G1 G2 G3 G4
S1 S2 S3 S4
SharedServices
Training PlanRange management
Value-adding
Warfighting Organizations Non- Warfighting Organizations
• Clearly defined roles and accountabilities• Correct number of organizational layers• One command role / org layer• Supportive systems and processes• Solid doctrinal base• Continuous learning - Lessons learned / AARs• Combat adaptive
(Regulated by the crucible of combat)
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Organizational Analysis
Typical organizationalpathologies
1. Focus on the customer2. Concentrate on the core business3. Organize around the work - Eliminate “non-value added” work - The Hog won’t butcher itself - Strategy drives structure4. Differentiate between strategic level staff work and operational work - The present will always drive out the future
Organizational Design Principles
5. Establish the correct number of organizational layers - Align functions at the correct layer6. Establish clear accountabilities, authorities and critical systems - Delegate decision making to the correct organizational level 7. Define the nature of required working relationships8. Develop and implement a change management strategy
Performance Improvement
Industry Best Practices
Organizational
Design
Principles
• Role overlap /crowding• Too many layers• Subordinates not capable of operating at the correct level • Delegation disease• Non-value adding contribution• Excessive overhead
1. Focus on the customer2. Concentrate on the core business3. Organize around the work - Eliminate “non-value added” work - The Hog won’t butcher itself - Strategy drives structure
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Organizations exist to get work done.
That is what they are all about!
UNDERLYING PHILOSOPHY
The essence of work is that it is focused on carrying out assigned tasks and/or missions or providinggoods/services to a specified customer base.
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Task Complexity Organizational Structure
Create a supportive corporate culture, vision and values.
Worldwide networking and data accumulation.
Identify and manage secondorder consequences.
Manage progress on multiple pathways simultaneously.
Develop alternate pathways(plans).
Accumulate essential information
Take immediate action,overcome obstacles.I
II
III
IV
V
VI
VII CEO
EVP EVP EVP
BU Pres BU Pres BU Pres
GM GM GM
UnitMgr
UnitMgr
UnitMgr
UnitMgr
UnitMgr
Opr Opr Opr Opr Practical judgment
Cognitive Capacity
Cumulativeprocessing
Parallel Processing
Systems Thinking
Networking and Integration
Synthesis;2nd Order Consequences
CREATING A REQUISITEORGANIZATIONAL STRUCTURE
Generating Preplanned Options
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SUMMARY: GO–00 TASK BY LEVEL
HQDA’s Primary Value – Adding Work
> Envision the Future within AOR > Set Structure, Systems and Processes
> External Affairs > Define Mission
> Policy Application > Establish Values
> Governance > Create Culture
> Resourcing > Formulate & Lead Enterprise Projects
> Command / Manage DRUs > Establish Core Customers Value Proposition
> Initiate Change / Continuous Alignment
> Policy Formulation > Maintain Global Awareness (Political, Environmental, Social, Technical, Informational)
> Strategy Development > Manage Portfolio(s)
> Program Analysis & Integration > Allocate Resources
> Best Business Practices (Networking) > Design: Structure, Systems, and Processes
> Command / Manage DRUs > Prioritize Customer Needs
> Communicate Strategy to Lower Levels
> Strategy Implementation > Manage Operational Unit(s)
> Identify Customer Needs > Manage Resources
> Business Plan & Program Development > Integrate Cross-functions
> Implement Continuous Improvement > Create Supportive Climate
> Formulate Operational Unit Projects
> Program Execution > Manage people, processes, activities, and resources to achieve goals & objectives
> Meet Customer Needs > Integrate Functions
> Implement Continuous Improvement > Measure Customer Satisfaction
> Manage Resources
> Produce Direct Outputs > Increase Productivity
> Interact with Customers > Measure Customer Satisfaction
> Manage to Budget > Eliminate waste
> Implement Continuous Improvement > Apply LSS Principles
> Ensure Quality
CRITICAL TASKS
Level V (DASA; SES-5; MG)
Level IV (SES-6; GS-15; BG/Colonels)
Level III, II, and I
Level VII (USA; VCSA; ASA; GEN)
Level VIII (SA & CSA)
> Envision the Future> Set the Direction of the Whole Enterprise> Manage Strategic Uncertainty> Manage The Enterprise> Secure Resources> Define Measures of Performance
Level VI (PDASA; SES-4; LTG)
CRITICAL TASKS
STRATEGIC
OPERATIONAL
THE
ENTERPRISE
TACTICA
L
10©
HQDA’s PRIMARY VALUE - ADDING WORK IS STRATEGIC
> Envision the Future within AOR > Set Structure, Systems and Processes
> External Affairs > Define Mission
> Policy Application > Establish Values
> Governance > Create Culture
> Resourcing > Formulate & Lead Enterprise Projects
> Command / Manage DRUs > Establish Core Customers Value Proposition
> Initiate Change / Continuous Alignment
> Policy Formulation > Maintain Global Awareness (Political, Environmental, Social, Technical, Informational)
> Strategy Development > Manage Portfolio(s)
> Program Analysis & Integration > Allocate Resources
> Best Business Practices (Networking) > Design: Structure, Systems, and Processes
> Command / Manage DRUs > Prioritize Customer Needs
> Communicate Strategy to Lower Levels
Level VIII (SA & CSA)
> Envision the Future> Set the Direction of the Whole Enterprise> Manage Strategic Uncertainty> Manage The Enterprise> Secure Resources> Define Measures of Performance
Level VI (PDASA; SES-4; LTG)
CRITICAL TASKS
Level VII (USA; VCSA; ASA; GEN)
STRATEGIC
OPERATIONAL
THE ENTERPRISE
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DRU & OPERATING ACTIVITIES’ PRIMARY VALUE - ADDING WORK IS OPERATIONAL
> Strategy Implementation > Manage Operational Unit(s)
> Identify Customer Needs > Manage Resources
> Business Plan & Program Development > Integrate Cross-functions
> Implement Continuous Improvement > Create Supportive Climate
> Formulate Operational Unit Projects
> Program Execution > Manage people, processes, activities, and resources to achieve goals & objectives
> Meet Customer Needs > Integrate Functions
> Implement Continuous Improvement > Measure Customer Satisfaction
> Manage Resources
> Produce Direct Outputs > Increase Productivity
> Interact with Customers > Measure Customer Satisfaction
> Manage to Budget > Eliminate waste
> Implement Continuous Improvement > Apply LSS Principles
> Ensure Quality
CRITICAL TASKS
Level V (DASA; SES-5; MG)
Level IV (SES-6; GS-15; BG/Colonels)
Level III, II, and I
OPERATIONAL
ERPRISE
TACTICA
L
12©
1. Focus on the Customer
• Seek-out and Listen to the “Voice-of-Your-Customer”
2. Concentrate on the Core Business
• Distinguish Core and Context Functions / Processes
• Prioritize, Focus, and Align the Organization Around the Core
3. Organize Around the Work
• Eliminate “Non-Valued” Work
• The Hog Won’t Butcher Itself
• Strategy Drives Structure
4. Differentiate Between Strategic Level Staff Work and Operational Work
• Staff Work Produces Output that Flows up to the Boss
• Operational Work Produces Direct Output for the Customer
5. Establish the Correct Number of Organization Levels
• Align Functions at the Correct Organizational Level
• Eliminate Duplicate Positions at the Same Level
6. Establish Clear Accountabilities and Authorities
• Delegate Decision-Making Authority to the Proper Organization Level
7. Define the Nature of Required Working Relationships
ORGANIZATIONAL DESIGN PRINCIPLES
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POLICY– STRATEGY– EXECUTIONExample: TBI & PTSD
VII
VI
V
IV
III
II
I
VIII
Policy Formulation(Framing the Issue)
Analysis
Approval Strategy
Analysis
Programs
Execution
Evaluation
Stakeholder Issues / Concerns / Emerging Problems
1
2
3
4
5
6
7
L.T. Acute Care• TBI• PTSD
• Outsource• Treat In-House• Ignore
VeteransAdministration
• TBI Centers of Excellence
• Tele-Medicine• TBI Centers
Partner w/U of Maryland
TBI Center
Stakeholder Concern
PolicyFormulation
PolicyApplication Strategy Programs
POLICY APPLICATION
Redo
Redo
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Level Tasks
TimeHorizon(Span)
StrategicBalance
VIII
> Envision the future >Manage Strategic Uncertainty > Manage the Enterprise> Secure Resources >Set the Direction of the Whole
Enterprise
50 + Yrs
VII
> Envision the Future within AOR > External Affairs> Policy Application > Governance> Resourcing > Cmd/Man DRUs
20 + Yrs
VI
> Communicate Strategy to Lower Levels > Strategy Development> Program Analysis & Integration > Cmd/Man DRUs> Best Business Practices (Networking) > Policy Formulation
10 + Yrs
V
> Bus Plan & Program Development > Strategy Implementation> Identify Customer Needs> Implement Continuous Improvement
5 - 10 Yrs
IV> Implement Continuous Improvement > Program Execution> Meet Customer Needs > Manage Resources 2 - 5 Yrs
III> Implement Continuous Improvement > Manage to Budget> Produce Direct Outputs > Interact with Customers 1 - 2 Yrs
II> Implement Continuous Improvement > Supervise> Production Planning > Product Direct Outputs
3 Mos – 1 Yr
I> Implement Continuous Improvement> Hands-on Work > Produce Direct Outputs
Less than
3 Mos
Strategic Options
(Uncertainty)
CommittedPrograms
REQUISITE UNCERTAINTY and TIME HORIZONBy Task
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