Friday, October 28, 2005
Monday, October 24, 2005
Not many of us on the hook this past Friday with G-CPD. Between client work and leave, I think only half a dozen of us were available.
A couple of items of note.
First, the restructuring of the Chief of Staff's Office. G-CQM is now G-CPD, Office of Performance Management & Decision Support. The new emphasis appears to be on everything (including performance management) leaning toward supporting decision making. Decision Support is to span the various programmatic stovepipes and create systems which allow for fact-based decision making across the enterprise. From the G-CPD intranet site, it looks like there are five teams in the office:
- Executive Support Team
- Innovation Team
- Performance Excellence Team
- Business Architecture Team
- Decision Support Team
Captain Ray noted there are 16 FTE at G-CPD with another 23 FTE as OPCs in the field. Not a lot of FTE, particularly if our work is not coordinated, to get a lot of work done.
Second, Captain Ray talked about beefing up the Organizational Performance Consultants' tool kits; bringing all of us up to speed on four additional elements beyond the former QPC toolkit:
- Readiness Management System
- Unit Leadership Development Program
- Organizational assessments
- Category 4 issues
Captain Ray plans on making a spin around the CG to talk to all the OPCs, their supervisors, and the chiefs-of-staff; another dog and pony tour.
Friday, October 21, 2005
I'd been asked by Dan to write a little roles and responsibilities for organizational performance consultants to go into a new COMDTINST that is being drafted. You can find my first run at this here. Please take a look at it and, if you have any changes or suggestions, shoot them my way.