Culture

Strategy provides guidance and direction for transformation, but unless an organization's culture embraces that strategy, few benefits will be realized. Because of the breadth and depth of the Department, the DoD has many cultures. That being said, a number of changes across DoD over the last two years have been instrumental in the area of business transformation.

The engagement of top Department leadership in business transformation by way of the DBSMC represents a cultural shift in governance that has been critical to enabling progress. Tiered accountability focuses on the vertical aspects of the DoD organization, with an eye toward ensuring that the right people at the right level of the broad DoD organization structure assume the appropriate level of responsibility for the relevant tasks associated with business transformation. Moreover, combining that vertical perspective on accountability with a horizontal perspective on business execution has become central to a cultural shift in how to view and achieve transformative results for the DoD.

Two years ago, the Department introduced the concept of five Core Business Missions (CBMs) within the Business Mission Area, as depicted in Figure 5.

Figure 5: Core Business Missions

The vertical silos in the graphic represent just some of the individual business functions that have traditionally been the focal point for organization, execution, modernization, and accountability in the Department. Like many large organizations, the DoD business environment is structured largely around such specific functions. However, large organizations know that successful businesses execute along the lines of end-to-end business processes, not within disconnected or loosely connected individual functions.

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