IMPROVING PROCESS IMPROVEMENT


LEAPS OF CHANGE


Recipients of the Army LEAP Awards for LSS excellence gather in the Pentagon Hall of Heroes in September 2014. Also pictured are Undersecretary of the Army Brad R. Carson (front row, third from left), Director of the Office of Business Transformation LTG Thomas W. Spoehr (front row, third from right), and then-Deputy Commanding General of AMC LTG Patricia E. McQuistion (front row, center). While programs like LEAP are effective in highlighting excellence in CPI, the Army lacks a capability whereby it can identify successful, replicable projects and disseminate them across the enterprise. (Photo by SSG Bernardo Fuller)


OBT will serve as an integrator, point of collaboration and team builder. By fostering a community of practice, we can connect practitioners to share lessons learned, solve cross- functional challenges and, by implementing solutions, act as change agents.


3. Gain senior leader understanding of the requirement and support. By engaging directly at the level of HQDA prin- cipals and deputies and commanders and their deputies, we can better understand their needs for a CPI program and possible obstacles to successful implementation.


4. Help program directors improve their programs. Just as senior leader engagements will help to generate essential sup- port and establish the vision required for needed change, regular two-way engagement with directors of organizational CPI programs can assist in implementing change.


5. Disseminate best practices Armywide to drive lasting change. While program directors and practitioners share lessons learned throughout the community of practice, OBT provides the knowledge management framework and


96 Army AL&T Magazine July-September 2015


data-mining function to identify candidates for scaling up or replication.


6. Deploy master CPI practitioners and teams to help identify and solve enterprise-level problems. In some cases, enterprise- level problems require cross-domain expertise (e.g., human capital, finance and information technology); therefore, OBT can support those efforts with Army-level coordination and advocacy.


CONCLUSION OBT’s efforts to reinvigorate the Army CPI program will suc- ceed only with the full engagement of organization leaders and our practitioners as well as collaborative dialogue and con- tinuous feedback. Most importantly, our practitioners must achieve results that are timely, tangible and measurable. Te completed project is still, and will always be, the coin of the realm and the only true way to demonstrate return on invest- ment for leadership.


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