DoD Business Priorities
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- Job Gibbs
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1 DoD Business Priorities Accelerating Change and Creating Agility in Tough Financial Times MR. DAVID M. WENNERGREN DoD Assistant Deputy Chief Management Officer
2 THE WORLD HAS CHANGED
3 Dave s Top 10 List Ten Thoughts on Accelerating Change and Creating Agility in Tough Financial Times
4 Confronting our Reality
5 It s All About the Data
6 Data Deluge ~ 2 Billion Internet Users 35,000 Google queries per second 4.6 Billion Cell Phones ½ of Internet searches In 2005, the human race created 150 exa bytes of data Kilo Mega Giga Tera Library of Congress = 15 Terabytes Peta Exa Zetta Yotta In 2005, the human race created 150 exabytes of data In 2010, the human race will create 1,200 exabytes of data almost a tenfold increase The Economist: Feb 27 th Mar 5 th, 2010
7 Wal-Mart 8,400 stores 2 million employees 1 million customer transactions per hour 200 million customer transactions per week 2.5 petabyte database (167 times the Library of Congress)
8 VISIBLE ADVERTISE INFORMATION HOLDINGS ( TAG DATA) ACCESSIBLE WEB ENABLE SOURCES REMOVE IMPEDIMENTS NEED TO SHARE UNDERSTANDABLE COMMUNITIES OF INTEREST (COIs) - SHARED VOCABULARIES TRUSTED AUTHORITATIVE SOURCE DATA TAGGED ACCESS CONTROL providing the right information to the right decision-maker at the right time, thus creating the right conditions for new knowledge to be created. Dow Chemical
9 The Power of Alignment
10 Aligning the entire organization to a shared purpose The Main Thing A common and unifying concept to which every unit can contribute Vertical alignment rapid deployment of business strategy manifested in the actions of employees Strategies determined by customers; shaped by employees Energizing people, providing direction and offering opportunities for involvement Feedback mechanism Horizontal alignment Continually improved processes Meeting or anticipating customer requirements Working across organization and functional boundaries Bringing the customer inside Reviews to monitor progress ALIGNMENT WHETHER IT COMES FROM THE TOP, THE MIDDLE, OR SOMEWHERE ELSE, POSITIVE LEADERSHIP AND ENERGY ARE REQUIRED TO MOVE PEOPLE TO ACTION.
11 Management Plan (SMP) Directly linked to the QDR and NSS, the SMP is the Department s top level business planning document, establishing measurable goals for business operations as well as the mechanisms to monitor and evaluate progress toward these goals.
12 Maintaining an Enterprise View
13 VIEWS OF THE ENTERPRISE
14 VIEWS OF THE ENTERPRISE
15 VIEWS OF THE ENTERPRISE
16 VIEWS OF THE ENTERPRISE OUR ENTERPRISE COMPRISES NETWORKED PEOPLE, ORGANIZATIONS, PROCESSES & TECHNOLOGY THAT ENABLE AN INTEGRATED, HIGHLY CAPABLE WARFIGHTING TEAM.
17 Examples of an Enterprise View Enterprise Architecture Business Enterprise Architecture 9.0 DoD Information Enterprise Architecture 2.0 Shared Services Common Standards Open Architecture Enterprise Licensing DoD Enterprise Software Initiative DoD CIO Enterprise Strategy and Roadmap Aligning Infrastructure Building an Enterprise Platform
18
19
20 iphone and the App Store Imagining a New Way of Looking at: Service Registries Portals Architecture
21 Fix the Process First
22 End-To-End Business Processes 15 End-To-End Processes Procure-to-Pay Hire-to-Retire Order-to-Cash Budget-to- Report Plan-to-Stock Market-to- Prospect Deploy-to- Redeploy/ Retrograde Acquire-to- Retire Service-to- Satisfaction Prospect-to- Order Environmental Liability Proposal-to- Reward Concept-to- Product Service Request-to- Resolution Cost Management Allow for cross-functional, crossorganizational optimization that accounts for the consequences of altering an upstream step in the process. Creates a framework for recognizing shared responsibilities. Provides an organizing framework for the Business Enterprise Architecture. Data Standards Business Rules Performance Measures Deploy-to-Redeploy/ Retrograde
23 Business Process Reengineering Crucial component of the portfolio management and investment review process Statutorily required Building a culture of Continuous Process Improvement
24 Integrated Electronic Health Record (iehr) Architecture Common DoD-VA Requirements: HL7 EHR-S Functional Model with DoD and VA vetted Extensions (SV-4) Common DoD-VA Integrated Health Business Reference Model (OV-5) Common DoD-VA To Be Process Flow Model (OV-6C) Presentation (Common GUI) Battlefield Care DoD Unique Pediatrics Applications and Services (not a complete list) Common (Joint) Applications & Services Pharmacy Personal Health Record Laboratory Blood Mgmt Nursing Home VA Unique Long Term Care Military Readiness Obstetrics Disability Evaluation Inpatient Orders Mgmt Emergency Dept Care Document Mgmt Rehabilitative Care Transient Outreach Enroute Care Veterinary Dental Care Consult & Referral Mgmt Immunization etc. Occupational Health (VA) Common Interface Standards Common Services Broker (includes Enterprise Service Bus (ESB) and Infrastructure Services) Common Interface Standards Common Data Centers Common Information Interoperability Framework (CIIF) Common Information Model, Common Terminology Model, Information Exchange Specifications, Translation Service Common Data Standards: SNOMED CT and Extensions, LOINC and RxNorm Common DoD-VA Measures of Effectiveness, Measures of Performance and Key Performance Parameters Joint DoD/VA DoD Only VA Only
25 Status Quo Can No Longer Get a Bye
26
27 The New Investment Review Process Creating an Integrated Business Plan
28 Key IRB Activities New IRB Process Initial Timeline (Draft) May June July August September TBD: IRB Guidance Released IRB Interim Guidance 8 JUN 29 JUN: Functional Strategies Due Functional Strategies Strategy Integration 13 JUL: Integrated Strategy Document 15 JUL: DITPR Data Due DITPR Data Updates 31 JUL: OEPs Due OEP Development Legend IPTs As Required Milestone ODCMO PSAs IRBs Components IPT Members IRB/DBC 30 SEP: DBS Certification Draft
29 Creating an Executionoriented Culture
30 EXECUTION - A systematic way of exploring reality and acting on it - MOST EFFORTS AT CULTURAL CHANGE FAIL BECAUSE THEY ARE NOT LINKED TO IMPROVING BUSINESS OUTCOME. Seven Essential Behaviors of Leaders 1. Know your people and your business 2. Insist on realism 3. Set clear goals and priorities 4. Follow through 5. Reward the doers 6. Expand people s capabilities 7. Know yourself (it takes emotional fortitude) Strategic Plans A Tool: A good strategy process is one of the best devices to teach people about execution. It makes the mind better at detecting change. LEADERS GET THE BEHAVIORS THEY EXHIBIT AND TOLERATE. - LARRY BOSSIDY AND RAM CHARAN ~ EXECUTION
31 Secure Information Sharing
32 POLARITY MANAGEMENT
33 IT S NOT A BALANCING ACT INFORMATION SECURITY INFORMATION SHARING A CONSTANT BATTLE BETWEEN TWO OPPOSING VIEWS OF THE NETWORK
34 MANAGING INFORMATION IN A CONTESTED ENVIRONMENT
35 Our Workforce For the Future
36 THE NET-GENERATION WORKFORCE From single-purpose to multi-touch messaging communicating.
37 THE NET-GENERATION WORKFORCE From online to collaborative photo-developing image-sharing.
38 THE NET-GENERATION WORKFORCE to tailored information streams. From information emporiums
39 THE NET-GENERATION WORKFORCE Net-Geners exploit new technologies and social networking for workplace productivity.
40 DEMOGRAPHIC REALITIES GENERATIONAL DISTRIBUTION FOR MAJOR DOD IT SERIES (2210, 1550, 855, 854, 391) MILLION AGE MILLION AGE MILLION AGE MILLION AGE AVERAGE RETIREMENT AGE NET-GEN: 10% GEN X: 22% BABY BOOM: 64% PRE-BABY BOOM: 4% REGULAR RETIREMENT CRITERIA: Age 50 with 20 years of creditable service or any age with 25 years of creditable service.
41 Our Workforce is Our Future
42 Our Workforce is Our Future
43 Leading Change
44
45 PERFORMANCE LEVEL MANAGING CHANGE EXPECTATIONS THE NEW IDEA BASELINE PERFORMANCE TIME
46
47 The Speed of Trust Trust is the key leadership competency in a global economy Trust is quantifiable, measurable and affects both speed and cost. (Strategy x Execution) Trust = Results Four cores of credibility: Integrity, Intent, Capabilities, and Results Trust begins with yourself and your own credibility You inspire trust by constantly behaving in trustbuilding ways with other people We judge ourselves by our intentions and others by their behavior
48 A SENSE OF URGENCY
49 Leadership is an Art Anything truly creative results in change, and if there is one thing that an institution finds difficult to handle, it is change. Covenant relationships rest on shared commitment to ideas, issues, goals and management processes. Roving leadership participative, empowered leaders who emerge, based on the situation and skills required at the moment. Requires trust and a clear sense of interdependencies [GREAT LEADERS] SEE OPPORTUNITY WHERE OTHERS SEE TROUBLE - MAX DEPREE
50 BUILDING A BRIDGE AS YOU WALK ON IT
51 DCMO Delivering efficient, effective and agile business operations that support and enable the warfighter Innovation Agility Transparency MR. DAVID M. WENNERGREN Assistant Deputy Chief Management Officer (DoD)
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