Think Enterprise:Delivering Culture Change

This Briefing is UNCLASSIFIEDThis Briefing is UNCLASSIFIED

This Briefing is UNCLASSIFIEDThis Briefing is UNCLASSIFIED

Mr. Bob FecteauUS Army

INSCOM CIO703-428-4613

robert-fecteau@us.army.mil

Presented to:Enterprise Integration

Expo23 September 2003

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Agenda• Winning Strategies

• Application Development

– New Dimension of Business Solution Providers

• Leading Culture Change

• Summary

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Winning Winning StrategiesStrategies

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• 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

Achieving Success

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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

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 accomplishmentBuzz

Optimized IT Environment

DecisionDominanceDecision

Dominance

Science of War

Art of Battle

Command+Multiple

TransformationEfforts

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Goals and Focus Areas

ResourcesBuild the Best and Keep the

Best

SecurityProtected

Infrastructure for Mission

Accomplishment

ArchitecturesInteroperable Infrastructure for

Knowledge Superiority

Knowledge Management

Creation and Sharing of Knowledge for Agile

Decision Making

Physical AssetsEfficient Management and Accurate, Timely

Forecasting

PeopleFundingPlanning

HardwareSoftware

Emerging Technologies

Defense in DepthFull Service

DirectoryAssurance in Depth

Tactile Information

PortalsAKO/AKO-S

WebAsset Management

Enterprise Architecture

ServicesCustomer-Focused

NetworksDevelopment

Training

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Application Application DevelopmentDevelopment

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IIIIII

IIIIII

XX

INSCOMINSCOMINSCOM

501501 MIMIMI

MIMIMI500500

6666 MIMIMI

470470IIIIIIMIMIMI

513513XXMIMIMI

INSCOMINSCOMINSCOM

IIIIIIIIII

IIIIII

IIIIII

115115 MIMIMI

MIMIMI116116 108108 MIMIMIMenwith Hill Station

MIMIMI

XXMIMIMI704704

X

INSCOMINSCOMINSCOM

ITRADSITRADSITRADSNGICNGICNGIC

IO CmdIO CmdIO Cmd11

MIMIMI

902902IIIIIIMIMIMI

CCFCCFCCF

300300

Global Presence

Routers500Servers1000PCs15,000Professionals14,000Separate sites58

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Turns a team of experts into an expert Turns a team of experts into an expert team focused on the Unit of Actionteam focused on the Unit of Action

Integration occurs at every echelonIntegration occurs at every echelonWhen One INSCOM Asset is in the

Fight, the Rest are as Well

KC 470th

KC 108th

KC66th

KC 115th

KC NGIC

KC 902d

KC 704th

KC513th

KC = Knowledge Centers

KC500th

KC 501st

KC116th

KC1st IO

KCSCD

KCCCF

KCFSC

KCITRADS

Objective Environment

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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 ProcessesNO STOVEPIPE SYSTEMS

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Recent Solution Successes

• ASID – Automated Systems Integration Management Intelligence Database

• Portals• ACAVS – Army Contractor Automated

Verification System• FSD – Full Service Directory

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ASID Objectives� 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

Automated Systems Integration Management Intelligence Database

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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!

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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 email• 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

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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!

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Leading Culture Leading Culture ChangeChange

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• 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

• 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 INSCOM CIO has instituted a fairly radical culture change among the workforce to view IT as an enabler and to more fully exploit it! (ALL INSCOM personnel are considered Information Technology Workers) IT SKILL IS NOT OPTIONAL!

• Change Management is part of all strategic planning within INSCOM• INSCOM treats change as constant

• The INSCOM CIO has instituted a fairly radical culture change among the workforce to view IT as an enabler and to more fully exploit it! (ALL INSCOM personnel are considered Information Technology Workers) IT SKILL IS NOT OPTIONAL!

• Change Management is part of all strategic planning within INSCOM• INSCOM treats change as constant

Leadership

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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

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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?

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ADOPTION IS CRITICALACAVS 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)

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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

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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

� Leading through innovation

• new technology insertion� Leading through maximizing current investments� Leading by increasing IT capabilities in workforce

Expanding Business Capabilities

Other Services

All DOD

Other Agencies

ArmyContinual Learning – it doesn’t (and shouldn’t) stop when you exit the

schoolhouse door

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SummarySummary

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.

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Questions?Harnessing

the Power of IT

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Back-ups

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• 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

Acquisition

Architectures &Infrastructures

E-government &E- business

TechnologyAssessment

StrategicPlanning

Leadership

Security &InformationAssurance

Performance &Results-based

Mgmt

CapitalPlanning &Investment

Policy

Core to Mission

ProcessImprovement

Cornerstone Concepts