CLEARING THE WAY
A Husky IED-detection vehicle, assigned to the South Carolina Army National Guard’s 1221st Route Clearance Company, leads a convoy during route clearance operations at McCrady Training Center, Eastover, SC, June 24. The development of vehicles like this one demonstrates how an agile acquisition workforce and a responsive industrial base can work together to meet the urgent needs of Soldiers in combat. (U.S. Air National Guard photo by TSgt Jorge Intriago)
Q. What are some of the changes you have seen, with all your experience, in the Army Acquisition Corps? Is there a better understanding of acquisition today?
A. Te Acquisition Corps was created in 1989 to improve the quality of military and civilian acquisition specialists. Our Acquisition Corps members today— and members of the greater acquisition workforce—are much better-trained and -educated than members were in the early years. After 13 years in Iraq and Afghani- stan, they are far more experienced, too. We also have more streamlined processes to get capabilities to the Soldier rapidly, and a healthy industrial base to support us.
During the last quarter-century, our pro- fessionals have had an increasing role in keeping our Army the greatest land force on earth. I believe that today’s Army has a clearer understanding of
the role of
the acquisition community in mission success.
For example, when Operation Enduring Freedom began in 2001, the Stryker Bri- gade Combat Team was only a vision, and the Double-V Hull was not even a part of that vision. Improvised explosive devices (IEDs) reminded us that the enemy has a vote. To meet this new threat, there were new requirements. We up-armored the High Mobility Multipurpose Wheeled
Vehicle and eventually procured the multiservice Mine Resistant Ambush Protected (MRAP) vehicles and the MRAP All-Terrain Vehicle for greater levels of protected mobility. Te urgent needs of our Soldiers were met by a hard- working, agile acquisition workforce and our
equally responsive partners.
In 2001, few had heard of Army unmanned aircraft systems. Now, Raven, Shadow and Gray Eagle are vital compo- nents of the battlespace, with more than 2 million flight hours recorded, 90 per- cent of them in combat. Additionally, in the early stages of Operation Iraqi Freedom, operations outpaced our com- munications equipment. Today,
leaders
can execute mission command on-the- move from tactical vehicles equipped with Warfighter Information Network – Tactical Increment 2, and we have added software-defined radios and Nett War- rior handheld devices that deliver the power of the network to the individual Soldier. In every program executive office and across all portfolios, there are suc- cess stories about capabilities delivered to meet Soldier needs.
Tese changes allowed Army acquisi- tion, along with our industry partners, to make a huge difference in the lives of our Soldiers.
industrial base
Q. As the director of acquisition career management, what are your priorities?
A. My highest priority is ensuring that our Soldiers have the weapon systems, equip- ment, products and services they need to do their jobs. To do that, we need the right acquisition professionals with the right skills in the right place at the right time to meet Soldiers’ needs, and that is why talent management is so important. Tis process of managing our talent must be deliberate and coordinated to opti- mize leader development practices and align talent with current and future Army requirements, improving both the indi- vidual and the organization. Identifying, growing and developing our acquisition human capital are essential to the success of our Army acquisition programs.
We must provide our professionals with developmental opportunities to enhance their skills, experience and leadership abil- ities. Crucial to creating leaders is proper on-boarding of our acquisition personnel and retention efforts to ensure that high- performing and high-potential personnel make acquisition their career. Establish- ing and setting expectations through the use of standardized career models is also a key to successful talent man- agement. Te three-tiered Acquisition Career Development Model—functional competencies, career broadening and
ASC.ARMY.MIL 97
COMMENTARY
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