WORKFORCE
The Army is embarking on a transformational journey that supports Army modernization of a more lethal, ready and digital Army of 2030.
enterprise data management capability to improve decision- making to better support the mission of the Army. Course topics include data management, data science, decision-making, emerg- ing technology, change management, data privacy and security. In partnership with Coursera, Defense Acquisition University is building out knowledge areas and credentials in software devel- opment, DevSecOps, artificial intelligence and cybersecurity that will be available at the foundational level. Tese learning resources will build in-demand skills taught by top instructors from leading universities and companies like Yale and Google.
NOT JUST A DESTINATION No journey is without its challenges, and the Army’s acquisition digital transformation journey will likely encounter a few obsta- cles. Resistance to change and skill gaps can be counted among the hurdles to overcome. Tis journey has already yielded encour- aging outcomes, particularly at the Program Executive Office for Enterprise Information Systems (PEO EIS).
“Digital transformation is hard. It pushes individuals to think beyond ‘what is’ and focuses on ‘how awesome can it be?’ ” said William Hepworth, deputy program executive officer and acqui- sition career management advocate (ACMA) for PEO EIS. “Since the beginning of our partnership with DASA(DES), we have seen tangible results in terms of applying industry best practices to replace legacy military processes, better employment of modern technology for better products, and far greater focus on Soldier- centric design. I can say with certainty that the PEO, writ large, is starting to show the results of our upskilling with respect to digital transformation.”
“Te PEO EIS mission to accelerate and maintain our digital and agile transformation depends on our ability to upskill our work- force to thrive in a more dynamic culture that embraces change and uncertainty, to deliver better products and service for our Soldiers. We are heavily invested in this initiative and find that our staff is energized around upskilling and putting their knowl- edge to use daily with tangible results. As the ACMA for PEO EIS, I am thrilled to witness this significant and positive change throughout the PEO.”
Te Army’s digital transformation journey is not merely a destination but an ongoing collective endeavor, requiring the commitment and dedication of every individual. Together, we embark on this journey, knowing that the path ahead may be challenging, but the rewards are immeasurable.
“Te Army Acquisition Workforce aren’t passive travelers, but rather a driving force that helps propel the Army forward,” said Ronald Richardson, the DACM. “We are the ones who bring new technology and ideas ensuring the Army stays ahead and ready. So, it is imperative we are up to date on new technology, gain improved understanding of the many ways it can impact every aspect of the work we do. Tere is great value in these partnerships and courses that are aimed at upskilling, and some- times even reskilling, to expand individual abilities and close skill gaps to master evolving requirements. We’ve got to be able to grow the workforce in this way and use this as an opportu- nity to meet future challenges, because a digitally transformed Army cannot happen without a digital transformed Army Acqui- sition Workforce.”
For more information on digital transformation for the acquisition workforce, go to
https://asc.army.mil/web/digital- transformation.
LEANDREA WHITE supports the DACM Office as a
communications analyst and the Acquisition Career Management Advocate program manager at Fort Belvoir, Virginia. She holds a B.S. in public relations and marketing from the University of Central Missouri. She earned a certificate in change management and has served as a logistics journeyman in the United States Air National Guard.
https://
asc.ar my.mil
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