Director, ORGANIZATION


U.S. Army Acquisition Support Center/ Deputy Director,


Acquisition Career Management


ACQ DEMO


Special Projects Strategic Planning


G1


G2/3/4/5/6


G8


Proponency and Leader Development


Human Capital Initiatives


Army Acquisition Center of Excellence


Workforce Support


PREPARING FOR THE FUTURE


http://asc.ar my.mil


THE NEW ORGANIZATION


USAASC’s new organizational structure caps a reengineering effort that began last year. When the new construct is fully in place, USAASC will emulate the traditional Army unit structure, organized with G-staff elements and providing support for its particular proponency branch and schoolhouse. (SOURCE: USAASC)


FA and MOS, as well as the civilian acquisition career fields, to maintain a healthy, productive and effective Army Acquisition Workforce.


Tis is the first major organizational change for USAASC in 10 years, and I view it in the same context as hiring people. I truly believe that it’s to our advantage to bring the best and brightest into the Army Acquisition Workforce. When you can find talent that is exceptional—smart people who are experts at what they do—then it makes your job easier and much more successful when you put that talent in the right place at the right time.


I think the same is true in an organizational design. You want to make it so you’re posturing for success. It is to my and every employee’s advantage to make this organization work as smoothly and effectively as possible. If you see a way to enhance your job, I suggest you start doing it better, faster, cheaper and easier.


Tough the reorganization plan is a solid 90 to 95 percent solu- tion of what we are going to look like, we are still determining many of the mechanics to complete implementation—no small endeavor. Some people will have new supervisors. Some may change jobs with a new set of duties, a transition that will take time as one person hands a program or project to another to ensure continuity for our customers. Others may move to new workstations, which will require a new link to the network and possibly a new phone number for customer contact. Additional administrative details include documenting job changes in the personnel systems. When all of this is said and done, we will still have three to four months of implementation remaining.


FEEDBACK AND BALANCE In any big reorganization like this one, you can’t always antici- pate every single second-, third- and fourth-order effect, so it’s always good to hear from our customers and stakeholders. After


ASC.ARMY.MIL


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CAREER CORNER / USAASC PERSPECTIVE


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