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CHARTING A NEW PATH


“We are in a great-power competition, and we cannot afford to be apathetic— we must have the stamina to really see through some of these game-changing capabilities,” Skeen said. “Army Futures Command is looking at how to achieve overmatch against our near-peer compet- itors. When they identify a need that is a good fit for the RCO to take on, we will leverage our acquisition model to deliver that capability directly, in the near term.”


Skeen, a Tier 3 member of the Senior Executive Service, took the reins of the Army RCO in April and wasted no time putting her experience and vision into action. She aligned the organization’s project teams with the Army’s top six priorities, built its capacity to execute larger and more complex programs, and acquired several new projects, while continuing to develop and deliver capa- bilities to Soldiers in Europe and the


Pacific. She took the authorities in the two-year-old Army RCO charter—simi- lar to the Air Force RCO version—and brought them to life. She demonstrated the opportunities that rapid acquisition presents for a Futures Command, and an Army ready to take risks to achieve big things.


“It’s not for every program,” Skeen said.


“It’s not really any more technical risk, and it’s not risky, if you will. It really is about, ‘Where are you willing to have less oversight and allow a smaller team to be accountable for something really important?’ ”


During an interview on July 25, Skeen discussed the Army RCO, from its processes and partnerships to its potential.


Nancy Jones-Bonbrest: Te Army RCO is a relatively new organization, entering its third year. What is your vision moving forward?


Tanya Skeen: Te Army RCO is about delivering capabilities faster and better. Acquisition in general is focused on that across the Army. So what makes the Army RCO different is really the authori- ties in our charter, which is signed by the secretary of the Army, chief of staff of the Army and the Army acquisition executive. Te charter gives us the ability to stream- line and tailor the processes and policies that are in place for acquisition and how we do business.


We aren’t going against any statutes or doing anything that is not aligned with the law, but it does allow us to take a look at the various processes, approvals and policies in place and evaluate if those are


ARMY’S GAIN, AIR FORCE’S LOSS


Skeen takes a look at a Stryker vehicle integrated with position, navigation and timing equipment during a July 25 visit to the U.S. Army Aberdeen Test Center (ATC), Maryland. Skeen, who became direc- tor of the Army RCO in April, joined the organization after 10 years with the Air Force RCO. (Photo courtesy of ATC)


20


Army AL&T Magazine


October-December 2018


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