FROM THE DIRECTOR OF
ACQUISITION CAREER MANAGEMENT RONA LD R. R ICH A R DSON JR .
T memorandum.
I strongly advise every member of our AAW to review your relevant AAFL continuous learning
he Army Digital Transformation Strategy requires the Army to build a foun- dation for change. Tis includes addressing people and culture to increase data literacy and embrace data for decision-making. As our systems have become more data-centric, our need for specialists such as data scientists
and engineers has grown. But we also need program managers, contracting officers and testers—really all of the acquisition functional areas—to embrace and master the change and advantage that the digital evolution affords. Experimentation and testing are central to this transformation.
Last year—2023—was the year of digital transformation. And what a year it was. I’d like to share some of our accomplishments:
• In March 2023, my office rolled out a curated learning pathway within Udemy to ensure a baseline level of digital proficiency. Since then, approximately 10,000 Army Acquisition Workforce (AAW) professionals are actively enrolled in courses.
• More than 300 senior Army acquisition leaders attended the Data Driven Leadership Course offered by Carnegie Mellon University’s Heinz College of Information Systems and Public Policy in fiscal year 2023. Te course, which covers topics such as data management, data science, decision-making, emerg- ing technology, change management, data privacy and security, is designed to assist our leaders in the development of a robust enterprise data management and data science capability to improve decision-making and better support the mission of the U.S. Army.
• Our partners at Defense Acquisition University (DAU) continue to build out their list of credentials, many of which focus on digital transformation such as software development, DevSecOps, artificial intelligence and cybersecurity.
• We partnered with the U.S. Army Combat Capabilities Development Command to launch an Army Digital Engineering Pilot under the DOD Public Private Talent Experience for fiscal year 2024. Companies that have a digital focus were solicited to participate, as were Army civilians who work in the digital engi- neering field. We were able to match four Army civilians with four companies. Tese civilians will be placed with the companies over a six-month period to gain exposure to digital engineering within an industry environment, as well as garner best business practices.
But 2023 was just the beginning.
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Army AL&T Magazine
Summer 2024
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