FROM THE DIRECTOR OF
ACQUISITION CAREER MANAGEMENT MR . C R A IG A. SP I S A K
FORECASTING SUCCESS
A vigorous talent management strategy keeps the acquisition workforce prepared to tackle future threats.
P
redicting the future: It’s one of Army leadership’s most difficult tasks. But we can’t always be a reactive force. Nor can we just defend the nation against current threats. We have to be prepared to defend against future
threats. We can’t wait. We must be proactive.
One of the ways we work proactively is by managing our talent. We’ve often talked about career development as having the right person in the right place in the right job at the right time. Succession planning is another way of describing successful talent management.
A strategy that focuses on what type of talent we need within the Army Acquisition Workforce allows us to be synchronized and integrated across, up and down the chain, and across multi- ple commands. Initiatives focused on talent management allow us to have implementation plans and activities that filter down and are coordinated with individual acquisition commands and organizations.
Talent management initiatives created with the participation of stakeholders and partners across the enterprise help the entire community understand what we’re trying to accomplish. Because at the end of the day, we may not be able to do everything we
118 Army AL&T Magazine October-December 2018
want to do, but if we have to make tough decisions, we know what we’re going to do first and why. You have everyone on the team operating from the same playbook.
Visualize a series of concentric circles. Te biggest circle is drawn around the entire Army Acquisition Workforce. And then, as people either self-select in some cases, or get thrust into situa- tions in other cases, or rise to a certain grade in yet other cases, you get smaller and smaller circles. It’s from these smaller circles that eventually we’ll find personnel for key leadership positions:
• Program executive officer (PEO) and deputy PEO. • Senior contracting official. • Program manager (PM). • Deputy PM. • Chief engineer and lead systems engineer. • Product support manager (program lead logistician). • Chief developmental tester. • Program lead, business financial manager. • Program lead, contracting officer. • Program lead, cost estimator. • Program lead, production, quality and manufacturing. • Program lead, information technology.
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