I n t h e W o r k p l a c e
THE RAF
TRANSFORMATION PROGRAMME – WHAT IS IT?
The Chief of the Air Staff, Air Chief Marshal Sir Glenn Torpy has initiated RAF Transformation to ensure that, in line with its ‘vision’, the RAF remains agile, adaptable and capa- ble into the future. Wg Cdr Andy Kay SO1 Communications of the RAF Transformation Team gives a brief summary.
“ W
e must be realistic about the constrained resource climate in which we operate
today, and are likely to face in the future……….we need to streamline our processes and eliminate waste and bureaucracy. I will, therefore, be encouraging people to think imaginatively about doing things more effectively, so that we can drive down operating costs and focus our resources where they are most needed – which is in our capability, infrastructure and people.”
A Self-Improvement Programme The RAF Senior Leadership Team, which comprises all 2, 3 and 4-star officers in the RAF, is directing a top-down evaluation of the Service’s ways of working. In essence, Transformation is the RAF’s self-improvement programme; the focus being on what is done, and how it is done. The aim is to create capacity that can then be reinvested to enhance effectiveness and efficiency. A key benefit of Transformation must be to relieve ‘stretch’ and develop a Service that is as slick and professional in its supporting processes and structures as it is in its outputs.
Transformational activity does not supplant existing plans and initiatives; it embraces them in a more streamlined ‘whole’. Neither are there any direct manpower or financial
30 Summer 2008
savings associated with RAF Transformation; it is about making more effective use of what we have for the benefit of both current and future activity.
What is happening? At high level, the Senior Leadership Team has already identified six strategic themes under which Transformation activity will take place. These are Capability Integration, People, Training, Governance, Infrastructure and Engagement & Influence.
In parallel, individual and collective development activities are being taken forward with the aim of embedding a culture of ‘continuous improvement’ at all levels. At MOD and HQ Air Command, development of improved, more streamlined core processes and ways of working is progressing quickly. As the key link to the majority of RAF personnel, Station Commanders are currently being asked how they wish to integrate the HQ-level Transformation work with their local priorities and processes. Acknowledging that, particularly under the Defence Logistics Transformation Programme, organisational change has already taken place on some stations, Transformation seeks to capitalise on existing change success rather than impose further change for its own sake. It is for Station and Unit Commanders to decide how their Transformation improvement activity fits with local needs and priorities. The focus of Transformation is to secure improvement benefits at all levels – nothing else.
Is this simply a way of cutting costs? No. Transformation’s agenda is about improvement – about making better use of what we have. That is not to say that change will not happen – it will, but it has to be for the better; it must be beneficial. Any capacity created as a consequence is to be re-invested where it is needed most; used to improve operational effect or quality of life or both.
Who will take part in the Transformation Programme? Transformation is an opportunity for all Service and civilian personnel to improve our processes – how we do things. The Programme is endorsed by the Chief of the Air Staff, and owned and supported actively by the RAF’s Senior Leadership Team. However, Transformation cannot happen – and will not succeed – without the active support and participation by all of us. Current ways of working must be challenged with improvement agendas – in whatever form – at all levels. This will require behavioural changes at both individual and organisational levels if we are to embed a culture of ‘continuous improvement’ (ie) continuously looking for ways to improve how we do our business.
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