Army Managerial Leadership

1. Army Managerial Leadership NEW ARMY MANAGEMENT SYSTEM (Version 1.0) Prepared & Presented by Dr. Stephen Clement

2. 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

3. BUSINESS TRANSFORMATION STRATEGY

4. THEORY TO PRACTICE Standing The Test of Practice & Time

5. S1 G1 S2 G2 S3 G3 S4 G4 The Growth of Organizations Non- Warfighting Organizations Warfighting Organizations (Regulated by the crucible of combat) (These organizations tend to grow randomly and become bureaucratic) Maneuver Support Units CC VII Gen VII Gen Processes & systems become rigid Corps VI LTG VI LTG ACC Layers creep in over time Div Special projects are established and structure does not go away when project is no longer needed Roles get added with new funding TSC V MG V MG Op Order Value- adding • New functions • get added (old • ones never go • away) Training Plan Range management IV COL IV COL BCT Grps Shared Services Bn Supt III LTC III LTC II CPT II CPT Comp Comp Roles & structure get modified to deal with personality issues Situation Awareness • FOAs get • established I Soldier I Soldier • 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 • 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

6. 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 Performance Improvement Organizational Analysis 1. Focus on the customer 2. Concentrate on the core business 3. Organize around the work - Eliminate “non-value added” work - The Hog won’t butcher itself - Strategy drives structure Organizational Design Principles • 1. Focus on the customer • 2. Concentrate on the core business • 3. Organize around the work • - Eliminate “non-value added” work • - The Hog won’t butcher itself • - Strategy drives structure • 4. Differentiate between strategic level • staff work and operational work • - The present will always drive out • the future • 5. Establish the correct number of • organizational layers • - Align functions at the correct layer • 6. Establish clear accountabilities, • authorities and critical systems • - Delegate decision making to the • correct organizational level • 7. Define the nature of required • working relationships • 8. Develop and implement a change • management strategy Typical organizational pathologies Industry Best Practices

7. UNDERLYING PHILOSOPHY Organizations exist to get work done. That is what they are all about! The essence of work is that it is focused on carrying out assigned tasks and/or missions or providing goods/services to a specified customer base.

8. CREATING A REQUISITE ORGANIZATIONAL STRUCTURE Cognitive Capacity Organizational Structure Task Complexity Synthesis;2nd Order Consequences Create a supportive corporate culture, vision and values. Worldwide networking and data accumulation. Identify and manage second order consequences. Manage progress on multiple pathways simultaneously. Develop alternate pathways (plans). Accumulate essential information Take immediate action, overcome obstacles. VII CEO Networking and Integration EVP EVP EVP VI BU Pres BU Pres BU Pres Systems Thinking V GM GM IV GM Parallel Processing Generating Preplanned Options Unit Mgr Unit Mgr Unit Mgr III Unit Mgr Unit Mgr Cumulative processing II Opr Opr Opr Opr Practical judgment I

9. SUMMARY: GO–00 TASK BY LEVEL HQDA’s Primary Value – Adding Work

10. HQDA’s PRIMARY VALUE - ADDING WORK IS STRATEGIC

11. DRU & OPERATING ACTIVITIES’ PRIMARY VALUE - ADDING WORK IS OPERATIONAL

12. ORGANIZATIONAL DESIGN PRINCIPLES • Focus on the Customer • Seek-out and Listen to the “Voice-of-Your-Customer” • Concentrate on the Core Business • Distinguish Core and Context Functions / Processes • Prioritize, Focus, and Align the Organization Around the Core • Organize Around the Work • Eliminate “Non-Valued” Work • The Hog Won’t Butcher Itself • Strategy Drives Structure • 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 • Establish the Correct Number of Organization Levels • Align Functions at the Correct Organizational Level • Eliminate Duplicate Positions at the Same Level • Establish Clear Accountabilities and Authorities • Delegate Decision-Making Authority to the Proper Organization Level • Define the Nature of Required Working Relationships

13. POLICY– STRATEGY– EXECUTION Example: TBI & PTSD VIII VII VI V IV III II I POLICY APPLICATION Stakeholder Issues / Concerns / Emerging Problems 7 3 Strategy Analysis Approval Evaluation 1 Policy Formulation (Framing the Issue) Analysis 2 4 Redo 6 Programs Redo 5 Execution Stakeholder Concern Policy Formulation Policy Application Strategy Programs • L.T. Acute Care • TBI • PTSD • Outsource • Treat In-House • Ignore Veterans Administration • TBI Centers of Excellence • Tele-Medicine • TBI Centers Partner w/ U of Maryland TBI Center

14. REQUISITE UNCERTAINTY and TIME HORIZON By Task Strategic Options (Uncertainty) Committed Programs