Implementing Overarching Enterprise Wide Information Technology Strategies

I have a comprehensive understanding of the Department of Defense’s vision and direction and long-range plans and emerging technologies that can lead to proper programming and resource allocation. The Strategy of the DoD, DoN, and the USMC relies on the use of innovation and emerging technologies to maintain both a strategic and tactical advantage in the warfighting domain, and as a means of achieving efficiencies in the business domains. The DoD in general and the DoN specifically have in their vision statements and leadership direction that the services will use innovation both as a force multiplier and a means to achieve efficiencies and costs savings. While the various Services and Agencies within the DoD differ in some aspects, there are numerous similarities. They all have the vision and objectives to delivery information to the user to meet the Command and Control and IT needs, even in a contested environment. Generally, the goals within the Department are to consolidate and stabilize the infrastructure, unify communications, manage innovation, build and maintain a strategic workforce, consolidate datacenters leading to improve application portfolio access and management and lastly enhance network operations. I will point out here that I have been materially involved in all aspects of these

Moving forward, our Army's primary purpose is steadfast and resolute: to fight and win our Nation's wars. But we all know that the Army must be able to do much more than that. Today, we require an Army that is adaptive and innovative, flexible and agile, integrated and synchronized, lethal and discriminate. Even more critical in today's complex and uncertain environment, the Army is the decisive arm of the Joint Force in a broad range of missions. Historically the Army has been focused on a specific set of needs, but these needs and the means in which they are resourced have changed. So we must fundamentally change how we do business. As we keep adding rocks to our Soldiers' rucksacks, all leaders must remain cognizant over time. Everyone's load can get too heavy and cause permanent wear and tear. So it is a good idea to

For over 20 years, I have accepted higher education administrative opportunities that would allow me to advance to the position of President. I would like to share some of my experiences successfully leading organizational strategic planning processes. My leadership of those strategic processes led to the implementation of processes that moved the organization in the direction that was appropriate for a changing economic environment. My ability to think strategically and develop collaborative relationships contributed greatly to my ability to successfully implement new organizational initiatives as well.

The primary issue facing the United States Army in 2025 and beyond is its ability to operate in a fiscally constrained environment. According to the Army Capabilities Integration Center’s (ARCIC) primary initiative, Force 2025 and beyond, it “Is the Army 's strategy to ensure the future joint force can win in a complex world.” Furthermore, ARCIC’s initiatives will “consists of activities along three primary lines of effort: force employment; science and technology and human performance optimization; and force design.” Proponents of a lighter and more rapidly deployable force continue to argue for a dramatic downsizing of mechanized and armored forces.

From October 2004 till March 2010 while working with Army Materiel Command (AMC), in the office of the CIO, I was responsible for several missions one of which was in strategic planning and technical implementations. AMC is a major Army command (4 Star General) with over 100k in personnel and a 53 billion dollar budget. The command has a worldwide presence with over 140 locations. AMC is the Army’s logistics provider and as such, has several productions based commands in which builds tanks, aircraft, radios, missiles and other war fighting components. The CIOs budget is over 2 billion a year with 75% of decentralized across the subordinate commands. One of my duties was the command’s strategic planner and chief technology officer. I authored the command’s strategic, operational and tactical IT plan and ensured

Expertly represented the Capability Development and Integration Directorate (CDID) at the HQDA Office of the Provost Marshal General's 2025 MP Strategy Plan development Work Group. CPT Kilgore ensured that the CDID's material development efforts were fully synchronized

The CIO is responsible for taking the values, vision, mission, and general strategy of an organization and translating it into a strategic plan for the department. For example the St. Jude information services strategic plan that was distributed to employees this year states that “The mission of information services is to transform the use of technology today to meet the demands of tomorrow through outstanding service, collaboration, leadership, and innovation that supports the St. Jude vision of finding cures, saving children.” (Perry, K. 2017. P.1) The CIO is also responsible for developing a plan for how to achieve this mission, and the roles each portion of the information services department will play. St. Jude’s strategic priorities specifically

Ensuring that future Army forces are prepared to win in a complex world requires a focused, sustained, and collaborative effort across the institutional Army, the operating force, the joint community, industry, academia, and other interorganizational and multinational partners. Future force development must also cooperate and integrate efforts across doctrine development, organizational design, training, materiel development, leader development and education, personnel management, and investments in facilities.

The 2007 Joint Program Office Mine Resistant Ambush Protected (JPO MRAP) program differed significantly from normal procurement programs in time of award, selection of vendors, standardization of equipment design before fielding and level of pre-production research. The MRAP program acquired off the shelf assets which literally saved lives and provided the US time and space to focus on achieving its stated strategic objectives. The closest process that resembled a rapid fielding initiative before 2007 was the US Marine Corps Urgent Universal Need Statement (UUNS) . Based on its overall success, the unique MRAP program paradigm should be formally used for other major defense acquisition programs in support of combat forces.

As technology continues to rapidly advance, the bureaucratically rooted acquisition system is constantly threatening the Army’s ability to leverage emerging technologies. While efforts to improve accountability should be always be a goal, the current system requires some adjustments to guarantee the Army’s ability to leverage emerging technologies before they become obsolete.

My Five-Part Transformational Process Activity (TPA) will focus on the 305 Air Mobility Wing (AMW) Joint Base McGuire Dix Lakehurst, NJ (JBMDL) and the 305 Operations Support Squadron (OSS). My squadron currently does not have a mission or vision statement according to our commander, “it’s because of our diverse mission.” So, with that in mind I will use the 305th AMW Mission and Vision Statements.

The first JPG requirement regarding USPACOM CONPLAN 55XX, was to understand the current operational environment. Team One’s responses for Phase 1 demonstrated a clear understanding of the strategic guidance and hit all major elements of the current operational

As the military budgets decrease it will be necessary to find adaptive solutions to new organizational and material requirements. JP1 describes the employment of Joint Task Forces (JTF) in order to respond to rapid, short term organizational requirements. However, there is more that needs to be done to address material requirements. A major gap that has received significant attention from congress is the lack of agility and inefficiency in the military’s acquisition process. Senator McCain has testified about the need for acquisition reform to address poor performance and processes that prevent military acquisition from keeping pace with technology and urgent material requirements. The Army has recently codified and funded the Rapid Equipping

With the world of information technology rapidly changing allowing for many opportunities for organisation to take advantage of, as well as the risks associated with falling behind the importance of finding the right person to fit the role of the CIO is becoming more critical to the business success. The CIO is much more than it used to be where previously it was seen merely as the person to be in charge of the tactical IT infrastructure, to the significant role it plays today where the CIO is a driving force for innovation and leadership. The CIO is now being seen with a seat at the management table alongside the other C level executives and is able to assist by providing strategic vision and direction where information technology plays an increasingly significant part of the organisation as a whole.

The strategic direction of the organization allows for identifying the data needs of the organization and appropriately aligning them with the available resources to meet the set goals (Galliers & Leidner, 2014). Planning is a critical component of setting out the strategic direction of the management. Oversight is also a crucial role that the senior management is mandated to spearhead. Evaluating whether the strategic plan is appropriately aligned with the designed activities and whether the indicators reveal that the organization is headed in the right direction is critical. In this case, the senior management plays a critical role in decision-making processes that inform the next course of action for the organization. Accountability is also a critical task that needs to be addressed by the management. The implementation of information security is costly, and there is the need for the appropriate use of the available resources if the set goals and objectives are to be achieved. Accountability helps in enhancing the transparency which allows the organization stakeholders to be entirely in support of the system to be