MANAGE THE LOAD
positional comparisons to identify gaps based on the difference between manpower supply and future demands, ensuring that organizations are right-sized for the future. Consequently, lead- ers can assess risks inherent in gaps and then create strategies to mitigate and incorporate that risk accordingly.
Te capabilities afforded by the WLW enable planning around known risks and opportunities at the lowest level possible with support from higher echelons. Tis tool provides data on which project offices have the talent when and where the capability is needed. Tat talent is further organized into functions, which adds flexibility rather than specific position titles. Leaders are then able to share talent as required to meet established OKRs. As such, teams can be matrixed and aligned to surge on projects that require specific skills, replacing the “play with the team you have” mentality of the past. Understanding gaps and sharing informa- tion empowers leaders to make risk-based decisions and position the right talent at the right place at the right time—ensuring that they can deliver the right capability with acceptable risk.
AN AGILE, RELEVANT WORKFORCE We recommend developing and utilizing the WLW data and analytical method on three occasions:
FIGURE 1
1. During an annual refresh after the baseline to re-examine what was required to conduct prior-year activities and to assess how well the current structure handled requirements.
2. When looking at future manpower demands to assess gaps and structure the workforce to meet future demands, including whether to train current employ- ees in areas of weakness, create matrixed teams that have required skill sets, hire new employees with needed skills or accept risks and utilize existing structures to accomplish the mission. Looking forward should not go further than four years because creating an agile process promotes appropriate pivots (and beyond four years limits agility and speed).
3. At echelon when strategic guidance or emergent scenar- ios dictate quick pivots. In recent years, the Army had to pivot from winning counterinsurgency operations to preparing for large-scale combat operations overnight. A successful pivot “in contact” requires manpower flex- ibility at organizational levels closest to the acquisition outputs needed for capability delivery. Using the WLW and related analyses maximize agile acquisition at the speed of relevance, especially in emergent scenarios.
Technology is changing and maturing overnight. If our manpower and workforce cannot predict or quickly adjust to
BUILDING ON THE PAST
The shared manpower WLW developed for JPEO-CBRND builds on processes of the past. It is intended for use by all PEOs and project managers to empower agile workforce development. (Graphic by Scott Brown and Lt. Col. Edwin Kolen, JPEO-CBRND)
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Army AL&T Magazine Winter 2025
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