INGREDIENTS OF INNOVATION
The author, center, works with fellow CGSC students—from left, U.S. Army Maj. Brent Adams, U.S. Navy Lt. Cmdr. J.J. Murawski and Senior Capt. Rik Van Hoecke of the Belgian army—to identify conditions necessary for innovation. (Photo by Maj. Karen Daigle)
We have
implemented a system in which numerous individuals have the incentive to say no, but very few have the authority to say yes.
culture, I changed my view of the Army’s acquisition system. Before attending CGSC, I saw the system as a rigid, uncar- ing behemoth whose complexity made it impervious to change. I now realize that although large and resistant to change, the Army’s acquisition system is dynamic, open to influence and a direct reflection of the people who contribute to it.
My former perspective on the system led me to define success by how well I could navigate my projects through its complex maze. I now see that project managers have a dual
responsibility. In addition
to ensuring project success, we have a responsibility to improve the system by seeking out and implementing efficien- cies within our control and by providing honest feedback to address systemic issues outside our jurisdiction. We do not have to accept the system’s faults. Instead, we
can involve ourselves in the process to confront roadblocks to innovation.
MANAGING CHANGE Of all the lessons that left an impact, the discussions on organizational change management (OCM) most directly challenged my views on the acquisition system. OCM is a discipline that exam- ines the behavior of organizations and the individuals within them from an analytical framework to examine and affect the change process, and is a focus of CGSC. I had been exposed to OCM while studying for my MBA in 2012 but had an incomplete understanding of its application.
I initially saw OCM as a way for organi- zations to react to major changes in their environment or deliberately improve performance. In my view, OCM was a
ASC.ARMY.MIL 131
COMMENTARY
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