By Dr. Richard G. Stieglitz
Today, the U.S. Federal government faces change at every level.
There are mega changes like the continuing merger of 22 agencies into
the Department of Homeland Security, the Defense Department's
transformation to Network Centric Warfare, and the integration of our
intelligence resources. There also are more targeted changes like the
Navy's Sea Enterprise business transformation program and its
transition to the Navy Marine Corps Intranet (NMCI), the Defense
Department's enterprise architecture and application consolidation
initiatives, the State Department's effort to reduce the number of
people in overseas posts, and Office of Management and Budget's (OMB)
plan to implement shared services across executive branch departments.
Individually, these are complex, strategic changes that require
coordinated adjustments in business processes, technology, and
workforce across a large enterprise. Collectively, this portfolio of
changes requires a cultural transformation in how Federal agencies view
and integrate intra- and inter-agency change. The success of these
broad changes depends on executives in each agency overcoming the
natural human tendency to resist change within themselves and their
organizations. |
