Air Force Materiel Command’s Post

From war lesson to business opportunity During our rolling coverage of #TechNetAugusta I wrote a piece about how the Army is building command and control (C2) resiliency by making command posts modular, highly mobile, with reduced signatures and integrating decoy positions into their regular operations. Where's the opportunity for industry? Supplying capabilities that will enable and simplify operations like these, where military leaders can stand up and bring down these posts, making communications interoperable, within the U.S. services and with allies around the world, and other needs that must be addressed at speed are where leaders are inviting creative technical minds to empower and help build collective defense. Our article: https://lnkd.in/gbShzP6p

What are some key factors in leading an effective process review? Heagney provides some key tips on leading effective process reviews, starting with 5 relevant basic conditions for team members to achieve self-control, particularly ensuring & verifying process review team members have the skills & resources adequate (& appropriate) for the task. Promoting unqualified team members to process review roles (or any positions not qualified for) can lead to organizational damage beyond just performance ineffectiveness. Of note, “(t)he process review must be conducted in a spirit of learning rather than in a climate of blame or punishment” (Heagney, 2022). Though originally intended to “help your (healthcare) organization achieve the peak performance it needs to survive in the toughest environment,” concepts of Quint Studor’s Straight A Leadership of team alignment, action & accountability (Studor, 2009) can help make the process review effective.  The U.S. Army Troop Leading Procedures can provide the framework for success, & is recommended to commit to memory: 1.              Receive the mission, 2.              Issue a warning order, 3.              Make a tentative plan, 4.              Start the necessary movement, 5.              Conduct reconnaissance, 6.              Complete the plan, 7.              Issue a complete order, 8.              Supervise & refine (Heard, 2019). Additionally, the U.S Department of Transportation also recommends some key characteristics in leading effective process reviews. Paramount to success, the leader must ensure the process review is: ·      “Planned: Preparation is done, ·      Deliberate: There is a defined purpose & scope for the review, ·      Organized: A method/approach is followed, ·      Systemic: Look for trends systemwide, ·      Multi-disciplinary: It is conducted by a representative team, ·      Action-oriented: Seeks to identify steps that can be taken (if any) to foster improvement & capture best practices” (U.S. Department of Transportation Federal Highway Administration, 2017). Leading clarification on what so far has been done well, & what future improvement is desired can also make the process review effective. Following, for organizational learning purposes, a thorough process review report should be published & shared. References Heagney, J. (2022). Fundamentals of Project Management, 6e. Nashville: HarperCollins Leadership. Heard, C. S. (2019, November 20). Planning & Troop Leading Procedures. Retrieved from Army University Press: https://lnkd.in/grFYPBHW Studor, Q. (2009). Straight A Leadership: Alignment, Action, Accountability. Pensacola: Fire Starter Publishing. U.S. Department of Transportation Federal Highway Administration. (2017, February 5). "ABCs" of Process Reviews. Retrieved from U.S. Department of Transportation Federal Highway Administration: https://lnkd.in/gnWKq-Ns

The D-Day invasion wasn't just a military operation; it was a testament to the power of agility in the face of complexity. Uncover how the planning, innovation, and adaptability of the Allied forces can inspire your organization's journey towards agility. https://lnkd.in/g6JemEEh #agility #leadership

🔧 Agile, Adaptable, Modular: The Future of Army C2 🔧 Eminent Community, Explore the exciting advancements in Army Command and Control (C2) as it evolves to become more agile, adaptable, and modular. These innovations are set to enhance the Army's operational capabilities and responsiveness in various mission scenarios. Read more about the future of Army C2 and its potential impact here: https://lnkd.in/evG6R_rE Let's stay informed about these technological advancements and their significance for our defense forces. #Army #CommandAndControl #Innovation #DefenseTechnology 🛡️📡

How much progress have the #federal #government and #military made in embracing #Agile and #DevSecOps? The Federal News Network recently hosted #softwaredevelopment experts from across the public and private sectors to unpack the successes and challenges their organizations have faced throughout their #digitaltransformation journeys: https://bit.ly/49P7vkq

Want to know what the DC3oE and I are up to? Here's an article and associated audio of an interview I gave to Federal News Network where I talk about contracting for modern software development and the DC3oE initiatives, challenges, and trajectory.

Why do military officers make good project managers? Read all about it here.

I WAS NEVER A SOLDIER – BUT I’VE LEARNED A LOT... (23) ... from reading up on World-War II literature, and what it means to be a soldier on strategic, tactical and operational (combat) level. 80 years ago, one of the most pivotal moments in the modern human history took place. Known as Operation Overlord (or D-DAY), the Battle of Normandy started in the wee morning hours on June 6, 1944 and one of the most complex strategic war operations ever undertaken was put into action. All Europeans to this day still enjoy the result of D-DAY: A free Europe! So please continue to commemorate this day – D-DAY, June 6th, 1944! Although many think it is controversial, there are many parallels between military disciplines and the business world. The obvious ones are hierarchy, communication, direction setting etc. But more importantly for me, is how strategy makes it way from the top to tactical level and operational action - and all the dynamics involved. Managing in a dynamic world, is where I in my previous line of business roles have worked, but it is also the sphere where I work as a consultant today. The article I have linked to, summarized the point of how D-DAY strategic direction setting is translated into ‘tactical agility’, which again would be translated into ‘adaptable operational action’ that guided the soldiers to deliver on the overall objectives of D-day.

https://lnkd.in/dSFgDTmp Plan vs. Planning The famous saying "no plan survives first contact with the enemy" highlights the unpredictability of warfare, exemplified by the D-Day invasion. Despite meticulous planning, many paratroopers were dropped in the wrong locations, shot down, or drowned during the landing. However, their ability to regroup, form improvised units, & seize key objectives ultimately ensured the mission's success. This experience underscored the importance of flexibility & adaptation when faced with unforeseen challenges. In response, military leaders introduced the concept of "Commander's Intent" - a guiding principle still utilized today. It acknowledges that in chaotic, dynamic, & resource-constrained environments, even the best-laid plans may become obsolete upon execution: - Effective leadership from officers (PMs) is crucial for navigating such complexities. In PM, planning begins with a mission statement addressing the 5 W's outlining the path to execution. The "Commander" (client or CEO) envisions the desired end state, illustrating what success looks like. The "Intent" recognizes the inevitability of chaos, incomplete information, & changes that could render this original plan ineffective. - Clear objectives form the cornerstone of a well-defined Intent, providing a concise understanding of the mission's purpose & ensuring team alignment. Effective PM's must excel at setting clear goals while empowering their teams through a deep understanding of the mission, team capabilities, & external factors. - Successful PM's should incorporate adaptability into their plans, prepare to make tough calls with incomplete data, inspire perseverance through challenges, & facilitate decentralized decision-making within the organizational hierarchy. On D-Day, this clarity empowered subordinates to make informed decisions aligning with the overall mission when explicit orders were lacking. However, there are limits to improvisation: - Military personnel use a "Spectrum of Improvisation" to adapt plans without altering proven processes that strengthen outcomes. Similarly, PMs should know when to deviate to achieve the intent & adapt only the portions requiring adjustment, ensuring core elements remain intact while allowing necessary modifications. - Unlike the military, civilians don't take orders from project managers. However, PMs needn't run a democracy either. The key lies in involving the execution team in plan creation, fostering motivation and focus by co-creating a genuine vision of success. As the future brings more rapid change driven by technological advancements, globalization, & evolving consumer behavior, traditional planning methods may falter in this volatile environment. PMs embracing uncertainty, fostering innovation, and empowering adaptability will be best positioned for success.

The US Department of Defense is pushing for faster development and more innovation. Simultaneously, requirements are swelling in number and complexity. With these conflicting pressures hitting the Aerospace and Defense industry, changes to traditional thoughts and processes are needed. In my opinion, the situation in Europe is no different, and programs like #FCAS should be in place much more quickly, given the geopolitical situation. This CIMdata white paper shows how A&D projects can master the complexity of the system-of-systems challenge while rapidly bringing new programs into service. #defencematters #aerospace #defence #engineering https://lnkd.in/eqdncdHA