FROM THE ARMY
ACQUISITION EXECUTIVE DR. BRUCE D. JETTE
MODERNIZING TALENT
The work is already underway to transition the Army Acquisition Workforce into a force for the future, but much remains to be done.
hen I graduated from West Point in 1976, the Army was entrenched in the Cold War. Te Soviet threat resulted in the Big Five, developed through an acquisition process derived from systems engineering and based on assumptions formulated in the 1960s and talent born of World War II
MANAGEMENT W
For both military and civilian professionals, we are ensuring that those who develop and procure systems on behalf of our Soldiers have the best, most appropriate skills, knowledge and training. Our workforce transformation is being achieved through a process focused on talent management.
Talent management looks at the institutional Army and its needs. It looks at whole indi- viduals and their needs and aspirations—who they are and what capabilities they bring. It looks at readiness—not just fight-tonight readiness, but readiness next week, next year, next decade. It requires doing what’s right for the individual and for the Army. A modern talent management system requires data to enable agility—data to flesh out details that may be extremely useful when we build teams or in the event we need to put together a tiger team, task force or division.
Talent management requires both risk and creativity. Tis is just one of the reasons why the Army has taken a number of concrete steps in the right direction with respect to both civil- ian and uniformed members of the acquisition workforce. It represents a journey that, with the help of authorities granted by Congress, is off to a promising start. First up are efforts on behalf of military workforce members.
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experience. Te acquisition process then was appropriate for its time, but in the same way we are transforming the industrial-age acquisition system into a digital-era model based on delivering capabilities, so, too, are we transforming our workforce.
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