TACAIR Electronic Warfare TACAIR EW Change Story Mark Roth, TACAIR EW IPT Lead Code 41130GE, (805) 989-5249 (DSN 351) This Briefing Material is UNCLASSIFIED 4 March 2004 DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

TOPICS Mission Change History Our Experience Plan Forward

Our Mission: Enhanced Warfighter Effectiveness TO THE FLEET Deployed EW Mission Systems Software Real time link to the Fleet Rapid Response / Reprogramming Support Equipment TO THE PROGRAM MANAGER Systems Engineering, Test, and Integration Studies & Analyses, Tech Insertion TO FOREIGN CUSTOMERS EW Suite & Support Equipment Software Custom EW Suite Integration Mission Data Software Support Facilities 3

History Several environmental factors have been constant which have driven the need for change War Budget pressures Bureaucracy / hierarchy Through the first two decades, the organization’s response was largely … Reorganizations (strategy, structure) Process definition / improvement Measurement Work had also evolved from stand-alone tasks integrated later in development, to team-based efforts that required constant communication and collaboration 4

History The organization has endured for over two decades and real improvement had been achieved, but to many it felt like we had reached somewhat of an improvement plateau / stalemate “Low hanging fruit” had been harvested to achieve cost and schedule efficiency A SCE revealed that although 60% of CMM level III KPAs were met, there was a lack of buy-in towards documented work processes People were frustrated and exhausted at the rate of environmental change and skeptical of management initiatives People were flooded with communication, yet were concerned about not getting the “right” information 5

Challenges We needed to somehow become re-energized, as challenges were coming at a more frequent pace It became apparent that we needed to focus on three “change levers” that are commonly overlooked Leadership Vision Values 6

Diagnostic/Change Model 7

Leadership Leadership team had to lead by example Senior leadership within the IPT needed to communicate the need for leadership across the organization, at every level We had spoken of “empowerment” for some time, but had never shown examples Leaders needed to be aligned Leadership team needed to be equipped 8

Leadership Form and Function Leadership team started meeting periodically to put team based leadership into practice Cross section of the organization was invited; makeup consisted of team leads and practitioners as the topics warranted Environmental scans were provided to enable predictive versus reactive efforts Strategic Customer Value Analysis (SCVA) was performed to understand our customer’s view of our performance Training in facilitative leadership was conducted Practiced shared leadership to review and update past business practices Planned and prepared for team-wide training and participation in the development of a common vision and set of values 9

Team Workshops In 2003, the entire organization was invited and encouraged to attend one of three workshops designed towards building a High-er Performance Organization (HPO) Workshops were designed to educate, equip, and practice aspects of developing a common vision and improving our work culture MBTI Covey Seven Habits Peer Feedback 10

Results The Team developed their own shared vision of the future; Vision is posted on a team server with a chat room established to allow feedback The Team initiated an internal newsletter to communicate the issues and information that was important to them but previously not readily available The Team initiated their own recognition program to say “Thanks” to fellow team members External evaluator has voiced substantial improvement in organizational alignment and buy-in when discussing process improvement across the team Numerous people have voiced Better understanding of each other Better understanding of the pressures on the organization Improved alignment of leaders and their communication from sub-team to sub-team Improved buy-in on improvement initiatives 11

Path Forward We are just starting! . . . but focusing on Leadership, Vision, and Values change levers has had a definite positive effect on our organization in terms of . . . Work culture (i.e. how we treat each other, openness, trust) Alignment towards a common vision Alignment towards a common set of initiatives We now have a “Leadership Team” versus just a collection of Leaders We will continue to consider and review all change levers as we strive towards improved performance 12

Chronology 14