Getting Results amidst Enterprise -Wide Transformation
May 22, 2006
Working on the DOD account at Sapient, I am constantly exposed to organizations interested in enterprise-level systems modernization, and improving cross-departmental interoperability. Nearly every branch of the military is conducting a massive audit to current technology systems. They strive to baseline standard business processes, and build a net-centric systems infrastructure while at the same time maximizing the efficiency of troops that are currently deployed. The attempt to simultaneously achieve this multi-faceted transformation is a daunting task, and nearly every branch is experiencing some serious growing pains in their attempt to do so.
An interview with Paul Brinkley in GCN this week particularly struck me. Serving as Deputy Undersecretary of Defense for business transformation, Brinkley leads a team in the Business Transformation Agency. He's had remarkable success in the realm of systems modernization and received the Eagle Award for his efforts. The interview in GCN is short but powerful, and demonstrates Brinkley’s grasp of the horizontal approach required to implement large-scale technology changes in government. Every question Brinkley answers is worth quoting, but here are a few highlights:
GCN: Why is systems modernization so hard?
Brinkley: Because it is too easy for new business systems to be sold as a proxy for confronting tough management decisions.
GCN: To date, what remains the hardest part of your job?
Brinkley: Large-scale corporate transformation successes have taken many years to complete. My tenure here will end...long before DOD has transformed its operations to the level required...creating the conditions to sustain this effort is the most challenging part of this job.
In February we posted our own change agent interview with retired Marine Corps Colonel Bob Love, who works with Mr. Brinkley at the BTA.
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