U.S. Army acquisition workforce: reflecting modern structural changes

Abstract

This Joint Applied Project examined the acquisition workforce through the lens of The "New" Organization, a framework depicting modern organizational structural and process changes for improved performance. A Massachusetts Institute of Technology team developed five alternative organizational design factors: reliance on networks, flat (lean) hierarchy, flexible practices, building and embracing diversity, and capabilities for global and international efforts. This effort examined 15 Army areas and programs to determine the extent to which structural changes are more or less reflective of the five characteristics. A baseline was established and implications to various acquisition initiatives and projects were analyzed. Conclusions are drawn and recommendations are offered for continuing development and evolution towards a more modern and responsive acquisition community. Findings indicate that some Army acquisition projects appear to be shifting their structures and processes toward a greater use of networks, flatter/leaner structures and a more diverse workforce, including flexible recruiting and retention practices. The objective was to ascertain how reflective various areas and programs are alongside five, overarching "new" organizational features, and to assist leaders and managers in continuing to adapt structures and processes into the 21st century.