Transforming the organization: one individual at a time.

Pick up almost any military professional journal these days and the word transformation will likely appear. Transformation is certainly a hot topic in the Department of Defense (DoD).

President George W. Bush set the stage for transformation in December 2001 during a speech at The Citadel (Charleston, South Carolina). He highlighted the urgent need to protect America from terrorism and declared that his first priority was to accelerate transformation. Within the DoD, Defense Secretary Donald Rumsfeld moved out on the National Defense Panel's charter to undertake a "broad transformation of the United States' military and national security structures, operational concepts, and equipment."

Transformation Defined

Many have questioned the true meaning of transformation. In a recent article, Dr. James Roche, Secretary of the Air Force, stated, "Transformation is thinking through the challenges of this era, adapting our forces and people to them, and then operating our services as efficiently as possible, using these new realities as the barometer to gauge our Success."

Another definition of transformation--focusing on the financial management community--was given by Mr. Michael Montelongo, Assistant Secretary of the Air Force (Financial Management and Comptroller), in the vision statement he issued on April 16, 2002. In that statement, he explained that financial management transformation involves changing from an organization that is focused on transaction-based processing to one wherein "strategic partners [are] recognized as the ultimate source for financial management information." By becoming a valued strategic partner to the commander, the financial manager earns a seat at the decision-making table.

Individual Efforts

Senior DoD leaders have stated that adaptation to this new era in which we live is one of our principal missions. In fact, much of what has been written recently about transformation centers on adapting our military forces, technology, and strategies to the new environment. For example, there is the expectation that innovation and improvements in acquisition and training will improve our ability to deal with asymmetric threats (such as those from terrorists) that face our nation and the world.

While organizational transformations have taken the forefront, I believe that the key to unlocking transformational success is the people within the organization. Organizations are simply groups of individuals working toward a common goal or objective. Therefore, for organizational transformation to be effective, there must be a transformation of the individuals that make up those organizations.

Most of the DoD Components have developed plans to guide them through the transformation journey. For example, the Air Force has a "Transformation Flight Plan" that serves as the road map for its transformational efforts.

For transformation to succeed, however, it must progress to the level of being internalized by each individual in the organization. Internalizing transformation at the individual level means that each individual in the organization considers the transformation journey and ensures that his or her personal efforts harmonize with and support DoD transformation efforts.

Six-Step Approach

Do you have an individual "flight plan" to serve as your personal roadmap for transformation? If not, here is a recommended six-step approach to achieve the successful individual transformation necessary to make the organizational transformation a reality.

1. Develop a Strategic Vision. The first step in the flight plan is strategic vision. A clear vision of the future state is absolutely critical to achieving the long-term goals. Senior DoD leaders have issued vision statements to guide organizational transformations. Successful individuals will review the organizational strategic vision statements and use them as beacons when developing their personal strategic visions. To do so, ask yourself the following questions:

* Where do I really want to be in the next 10 years, 15 years, or 20 years?

* Do I have a clear long-term vision?

* Is that vision congruent with the Department's transformed vision?

Take the time now to develop your strategic vision. Keep it in sight as a constant reminder of your long-term plan.

2. Establish Goals and Objectives. The second step in the individual transformation flight plan is establishing clear goals and objectives. These are the specific steps necessary to help you achieve your strategic vision. Laying out clear goals involves analyzing the strategic vision and determining the specific steps required to achieve that vision.

For example, assume that your long-term strategic vision is to be a base comptroller. Does your vision include having the knowledge and experience needed so that you are considered by your commander to be a valuable strategic advisor who daily earns a seat at the decision-making table? Any vision that includes professional development clearly is aligned with DoD's vision of the transformed financial management organization.

Now, what steps must you take to get there? Define those steps and then identify for each step the specific objectives needed to achieve that goal. With steps one and two completed, your desired end state is now clear.

3. Perform a Self-Analysis. Step three shifts the individual transformation plan from a focus on the future to an analysis of the present. Of course, from the standpoint of DoD transformation, the organizational gap analysis has been accomplished. Remember, however, that to internalize transformation at the personal level, individuals must conduct the same type of analysis for themselves. In this step, you need to conduct a thorough self-analysis of your current capabilities--your individual "gap analysis."

In step one, the end state, or vision, was defined. In step two, the specific goals to achieve that vision were outlined. Now, in step three, you must honestly evaluate your current skills, capabilities, and "tool set" to determine how well equipped you currently are for the transformational journey toward your vision.

4. Develop an Action Plan. Once your assessment of current skills and capabilities is completed, it is time to get to work. In step four, you develop an action plan. The action plan is a short-term plan for "filling in the gaps." You identified specific goals and objectives in step two and your current abilities in step three. Now you must begin efforts to acquire the skills and abilities that you lack but that are needed to achieve your goals. Your action plan must be specific and must have milestones attached.

For example, if one of the gaps that you identify is a lack of communication skills, then your action plan would include specific steps to improve those skills. This could include joining Toastmasters International (or a similar organization) or taking an effective writing course. Remember, an important part of any action plan is assigning milestone dates to all steps so that you can gauge success in achieving the goals.

5. Network, Network, Network. With an action plan in hand, the next step is to build your support network. Achieving the goals and objectives on your individual transformation flight plan goes beyond simply working down the items on the list. To achieve a successful transformation, you must develop the "total person."

Transformation in the Department is highly dependent upon a successful global information network to ensure interoperability of systems. Likewise, your individual transformation requires a strong network. Expand your network of colleagues by participating in professional organizations such as the American Society of Military Comptrollers. You will grow both personally and professionally.

Another way to build your support network is to find a professional mentor. Having someone with whom you periodically meet to share thoughts (for example, goals and professional career plan) is an invaluable resource. Better yet, build your network by becoming a mentor yourself. By challenging the one that you mentor, you will also challenge yourself toward continual personal development.

6. Make the Commitment. The last step of the six-step individual transformation flight plan is commitment. It seems pretty obvious, but how many times have you developed a plan or made a resolution and failed to follow through? Commitment to the plan is perhaps the most critical step to success.

Commitment is a necessity as you attempt to fill in the gaps identified in your self-analysis. Commitment is required in order for you to be a positive change agent as the DoD continues down the transformation path. It also will take commitment to stay on track while working toward a mid- or long-range goal, such as a degree or professional certification while juggling a full-time job and personal matters.

And finally, aside from committing to your individual plan, you should commit to be a role model to others within the organization. The civilians and military members now entering the DoD financial management career field are taking their cues for relating to our transforming organization from those individuals with whom they interact. This is one area where our individual attitude and actions have a definite impact on the success of transformation and on the future workforce.

Ready, Set, Go!

In summary, develop a strategic vision, establish goals and objectives, perform a self-analysis, create an action plan, build support networks, and commit to your plan--these six steps will guide your individual transformation flight plan. The steps are very simple; however, for the DoD transformation to be fully integrated throughout the organization, it is essential that each individual take these steps so that the transformation is internalized.

Each pilot of a precision flight team such as the Navy's Blue Angels or the Air Force Thunderbirds successfully executes his individual flight plan and thus contributes to the group's remarkable display of precision flight.

Likewise, each member of the DoD financial management community has a role to play in the successful transformation of the organization. Yesterday's successes form the foundation for tomorrow's challenges. Tomorrow's challenges, when boldly embraced by each and every individual, will transform today's DoD. Develop your individual flight plan, commit to it, and be an active part in that transformation!

Ms. Glenda H. Scheiner is the chief, Budget Operations Branch, Aeronautical Systems Center, Wright-Patterson Air Force Base, Ohio. Prior to this assignment, she was an instructor at the DoD Professional Military Comptroller School (PMCS), Maxwell AFB, Alabama. Ms. Scheiner holds a master's degree in public administration from Georgia College and State University. She is a graduate of the Financial Management Staff Officer Course, PMCS, Air Command and Staff College, and Air War College. She is a Certified Defense Financial Manager, a certified Acquisition Professional Financial Management and Comptroller (Level I), and is certified in the Air Force Financial Management Professional Development Program (Level III). Ms. Scheiner is president of the Aviation Chapter of the American Society of Military Comptrollers.