ARMY AL&T
REALIGNING FOR A REASON
PEO C3T transforms to advance Army network modernization. by Karen Danfelt T
his summer, the Program Executive Office for Command, Control and Communications – Tactical (PEO C3T) transformed its organizational struc- ture to meet cross-functional and rapid acquisition
requirements driving the Army’s network modernization strat- egy. At the center of the realignment is a new project office that will direct linkage and coordination between the Army network program offices and the Army’s Network Cross-Functional Team to advance the network modernization strategy’s lines of effort.
REALIGNING FOR A REASON Whether you call it a reorganization, restructuring, re-engi- neering or something else, making a significant change to an organization’s layout is a big decision that can impact its people, operations and customers. Before redrawing the organizational chart, senior leaders must consider why they are doing it—what factors drive the need to change the organization—and whether these are right for the organization’s future.
Te PEO C3T senior leadership began contemplating an orga- nizational realignment in late 2019. A perfect storm of changes in the Army’s program and acquisition strategies inspired lead- ers to take a fresh look at how the organization’s resources were matched to key programs and stakeholders.
Tere were three key reasons for realignment.
1. Stand-up of Army Futures Command. Te stand-up of U.S. Army Futures Command (AFC) in July 2018 prioritized Army modernization efforts and enabled horizontal integration across priorities. Te command has been instrumental in aligning science and technology (S&T) and industry innova- tion to high-priority programs, including the network.
In order to support AFC efforts, program management offices have adjusted and leveraged acquisition practices and authorities not only to procure faster, but also to access and capitalize on technology being developed by industry, particularly small busi- nesses and nontraditional defense companies.
“AFC proposed a real shake-up in the acquisition life cycle as we had known it, which was a major factor in our decision to restruc- ture,” said Joseph Welch, deputy program executive officer for C3T. “We knew we needed to make changes to our organization so we could appropriately manage a faster transition of technol- ogy to programs of record.”
2. Establishment of the Network Cross-Functional Team and network lines of effort.
With network modernization identified as one of the Army’s top priorities, the PEO quickly formed a close bond with the Network Cross-Functional Team, which AFC charged with inform- ing and driving capability requirements through prototyping,
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