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Changing dla com cap

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Transcript of "Changing dla com cap"

  1. 1. Defense Logistics Agency Warfighter Stewardship Business Workforce Support Improvements Process Development Improving the Communications Capability of DLA
  2. 2. Task To build communication capabilities and programs that effectively communicate with internal and external audiences through the full range of focus areas
  3. 3. Vision End State A DLA culture that promotes agile, leader- driven and effective communication that meets the needs of a values-based, flexible logistics enterprise as it enters the complex 21st Century global information environment. DLA becomes a transparent, accountable organization; responsive to its publics, stakeholders and influencers
  4. 4. COA Mission Statement DLA establishes, resources and institutionalizes a disciplined, leader-driven strategic communication program geared toward building stronger relationships and achieving desired outcomes. Purpose/Intent Research and identify quick wins as well as mid- and long-term actions to build needed strategic communications capabilities, enabling DLA to communicate effectively with its many audiences. Actions Determine needed key actions to effect a cultural shift to a culture of engagement, where leaders and empowered subordinates aggressively communicate with target audiences; synchronizing words and actions with consistent messages; determine impediments to this cultural shift, including existing policies and regulations End-State By earl-October 09 present the Director and Vice Director of DLA with a coherent plan for decision that offers quick wins and other actions that dramatically improve the logistics enterprise strategic communications capabilities and establishes/re-establishes stronger relationships with relevant audiences
  5. 5. Environment • 24/7 global media: pervasive, competitive and business-driven • Global, immediately available information – User generated demand – Viewer provided data and context • US public intolerance for perceived inaction, waste, fiscal irresponsibility or fraud is balanced against its willingness to support the Armed Forces when viewed as individuals – Holding DoD to a higher standard of morals, ethics and legality • Limited knowledge of the complexity of the Agency and its tasks • Increasingly political nature of Defense, tied with inherent constraints and mandates of Title 10 and Title 32 • Member of a Joint team; OSD, Joint Staff and the Services impact on the logistics enterprise and its communications goals • Varied audiences requiring varied communications techniques • Increasing ability of social media to drive issues – Blogs, podcasts, etc shaping public knowledge of issues – Act as unofficial release points for information, sometimes incorrect or deliberately damaging
  6. 6. Current Perception of Communications • Slow • Reactive • Neither creative or dynamic • Speaking varied messages with varied voices • Actions/words mismatch • Inability to articulate complex problems to the right audiences in a way that allows them to be ingested and understood • Defensive, overly concerned with blame instead of pro-active remediation • Not transparent, not accessible • Poor at planning and execution • Poor at providing context; perspective of enterprise
  7. 7. Reality of Communications • Resourcing does not match priority – Limited, inflexible • Finite nature of time drives senior leadership support – Communications is labor/time intensive • Established culture is both a strength and a hindrance – Dedication to enterprise, commitment to mission, loyalty to leadership – Risk adverse, apprehensive, constrained, perceived lack of empowerment • Actions and words don’t sync • Not a clear image to publics • Poor at creating understanding and management of audience expectations
  8. 8. Reality of Communications • Lack of planning and executing for the enduring nature of communications and actions – Distracted by the next “emergency” – Failure to seize and remediate challenges at the pre-emptive phase – Failure to adequately analyze, assess and forecast • Side effect of resourcing limitations • Lack of adequate training/capability for 21st Century Communications – Social media has made every DLA employee and member of the logistics enterprise a “communicator” – Creativity is in the eye of the viewer which is influenced by externals
  9. 9. What Must Happen • Culture change • Commitment and involvement of the leadership; provision of long-range guidance and shaping messages • Top-down planning with bottom-up refinement • Proactive and integrated approach • Speed, agility, flexibility and creativity • ID’d audiences for relationship building; execution of audience targeting with the right medium and message • Assessment and analysis capability; enable COP at all levels • Credible, integrated messages that match words to actions • Better leverage of technology • Political and public astuteness • Clear, favorable image • Enact organizational changes to prepare for enhanced execution
  10. 10. Quick Wins • Establishment of DLA Director’s guidance on communications • Inclusion of communications requirements as a necessary part of/adjunct to the upcoming strategic plan – Communications strategy written and released ICW the strategic plan; allotted a similar weight of significance • Research and acquisition of enabling technologies and capabilities required to deploy those technologies – Bacon’s (media directory and database) – Vocus (media analysis) – Up-to-date IT hardware and software packages – Social media (Blogspot, Twitter, LinkedIn, Facebook, etc) – 3+2+1 Database (record, assess and focus engagements of DLA senior representatives; analysis of spread and throw)
  11. 11. Quick Wins • Establishment of cross-functional teams to support and deploy communications objectives – Chaired/coordinated by communications professional(s) – Working under auspices of a formal charter to facilitate cooperation, synchronization, and acceleration of communications planning and execution – Dedicated to specific focus areas and initiatives – Tied to the strategic plan – Provide a brain trust/writers pool to support DLA communication priorities • Identify, prioritize and define DLA audiences, both traditional and non-traditional – Enable precise engagement – Enable precise delivery targeting • Identify and analyze existing engagement techniques – Align with audience structure – Refine delivery and distribution – Identify gaps, seams and misfires
  12. 12. Quick Wins • Establish a DLA communications “kit” – Online, Web-based, by seniority/responsibility level • Communications strategies, plans, themes, messages • Relevant research and analysis – Media, demographics, individuals, regions, technology, special topics • Talking points: hot topics, priorities by areas of interest; briefing cards • Speeches, testimony, presentations/presentation templates • Video series by topic/initiative (as developed) • Tips, tactics, techniques • Events calendars: communications triggers, community relations activities, commemorations, holidays, etc. • Viewpoint/information exchange capability
  13. 13. Quick Wins • Engage “outsiders” for advice – Customers – Stakeholders – Legislative and OSD overseers – Communications professionals from academia and industry • Conduct review of communications capabilities across the organization – Gap analysis • Include communications messages and concepts as part of decision briefs for DLA initiatives and major programs
  14. 14. Mid-Range • Provide timely, predictable, adequate funding of communications as part of achieving desired end-state – Resourcing agility to fund capability gaps as identified • ICW senior leader staff, establish a senior leader “battle rhythm” for engagement – Senior leader review group for engagement proposals • Expertise and bid system – Weekly/biweekly joint meetings with CS, XO, DP, J-5, and DL to present communications update: short range focus – Monthly D meeting: update long range planning guidance; shape themes, messages – Monthly (as required): communications assessment and way ahead to seniors and principal staff. Possibly as add-on to currently scheduled meeting
  15. 15. Mid-Range • Inculcate communications into the planning process – Development of issue and communications collaboratively vice sequentially • Develop appropriate training programs to turn DLA employees into DLA “representatives” • Establish academic alliances – Internal and external – Increased message distribution • War college, command and staff colleges, logistics schools and courses, logistics programs at civilian universities • Effective sensing mechanism for new ideas, concepts and perspectives
  16. 16. Mid-Range • Establish a DLA/DAU professional journal • Establish an incentives and recognition program for effective engagement/communication • Establish “grass roots, hometown” program for DLA employees – Engage the public on a personal level • Refresh/reestablish DLA as a “brand” – Clear picture of who and what DLA has – Review and re-release of branding guidelines – Emphasis on one-enterprise, one-DLA
  17. 17. Long-Range • Creation of a “culture of engagement” throughout the enterprise • Increase/realign video capability – Increased personnel and resourcing • Concentration on DLA news • Establish a “fly-in” program catered to non-traditional and outside audiences – WHO – Executive Leadership Council – Amer. Society of Assoc. Executives – Conference of Mayors – World Presidents Organization – Executives of non-Defense industry and retail organizations – Regional news outlets and personalities
  18. 18. Long-Range • Propose communications engagement and effectiveness as part of performance objectives • Conduct enterprise wide communications audit • Realign communications functions and capabilities from across enterprise into a more operational construct • Establish a communications course at the DAU • Establish a marketing/communications LTT with industry for mid- and senior leaders
  19. 19. Roadmap to Cultural Change Sr. Leaders promote/ support communi cations, issue formal guidance Conduct needed surveys/evaluations/a nalysis; review of applicable structure, organization and supporting infrastructure Establishment of cross-functional communications focus teams Establish DLA communications Website 2009-2011 Action plan set in motion Communications budget established Communications and issues planning develop collaboratively Academic alliances firmly entrenched Grass-roots programs show ROI DLA “brand” refresh prove effective 2011-2013 Culture change firmly established Communication functions aligned for optimum effectiveness Establish of measurement and analysis functions show ROI 2013-2015 Begin development of Mid- long-range budget/resource documents Advanced and long-term training shows ROI
  20. 20. Vision of the End-State A DLA culture that promotes agile, leader- driven and effective communication that meets the needs of a values-based, flexible logistics enterprise as it enters the complex 21st Century global information environment. DLA becomes a transparent, accountable organization; responsive to its publics, stakeholders and influencers
  21. 21. Back-up Slides
  22. 22. Example Battle Rhythm Legend J-5 DP DL SL Proposals Introduced/ Reviewed Monday Tuesday Wednesday Thursday Friday 0800-0830 Director’s Stand-Up Communication Update (DP) Sr Ldr Rev Gp (DL/DP/J-5) Communication Update (J5) Communication Update (DL) J-5 Stand-Up FA1 Tm Mtg (J-51/52) FA2 Tm Mtg (J-51/52) FA2 Tm Mtg (J-51/52) J-5 Exec. Staff Mtg Strat. Align Gp (J-51) Other Ongoing Plans and Operations Sr. Ldr. Review Group (DL/DP/J-5) Sr. Ldr. Review Group (DL/DP/J-5) Exec App/Valid/ Pre-brief FA1 Tm Mtg (J-51/52) FA2 Tm Mtg (J-51/52) FA2 Tm Mtg (J-51/52) Exec App/Valid/ Pre-brief Other Ongoing Plans and Operations Sr. Ldr. Review Group (DL/DP/J-5) Exec App/Valid/ Pre-brief Other Ongoing Plans and Operations Executive Board Governance Board Strategic Alignment Group Senior Leader “Target” Groups
  23. 23. Quick Win Benefits Establish DLA Director’s guidance on communications; include communications messages and concepts as part of decisions briefs for DLA initiatives and major programs •Establishes leader driven process •Provides for top-down planning, bottom-up refinement •Drive culture change Inclusion of communications requirements as a necessary part of/adjunct to the upcoming strategic plan •Illustrates leader support •Integrity of message •Commitment and involvement of leadership Research and acquisition of enabling technologies and capabilities required to deploy those technologies •Enables speed and agility •Improves integrated approach •Establishes reputation management/repair capability •Expands distribution channels •Serves as force-multiplier for communications workforce Win Benefit
  24. 24. Quick Win Benefits Establish 3+2+1 Program •Drives culture of engagements from the leadership level •Provides assessment and analysis capability •Allow for accurate targeting, message, and delivery •Assists in determining spread and throw potential Establish cross-functional teams to support and deploy communications objectives •Demonstrates leadership commitment to culture change •Provides resources to achieve accurate and effective communications •Improves integrity, speed and agility of communications Identify, prioritize and define DLA audiences; identify and analyze engagement techniques •Ensures right message to right audience •Improves integrated approach; speed and agility •Proactive, integrated approach Win Benefit
  25. 25. Quick Win Benefits Establish a DLA communications kit •Drives culture change •Ensures integrity of message, speed and agility of response •Support audience and representative focus •Enable proactive, integrated approach Conduct review/analysis of communications capabilities across the organization •Demonstrates leader commitment •Identifies gaps and seams •Enables funding of critical capabilities during resource cycle •Enables culture change Win Benefit
  26. 26. Mid-Range Timely, predictable, adequate funding of communications •Demonstrates leader commitment •Provides resources to achieve end-state •Allows for leverage of technology •Enable DLA to establish and maintain world-class communications programs Establish a senior leader “battle rhythm” and senior review group •Establishes leader driven process •Enables top-down planning •Drives culture change •Enables senior leader direction and involvement •Encourages broader engagement Establish academic alliances; establish DAU professional journal •Expands distribution channels •Establishes effective sensing mechanism for new ideas, concepts and perspectives Win Benefit
  27. 27. Mid-Range Establish incentive and recognition program •Enables culture change •Encourages participation Refresh, reestablish DLA as a “brand” •Enables proactive, integrated approach •Integrity of message •Enables clarity of DLA as an enterprise Establish “grass roots” program for DLA employees; develop appropriate training program to turn DLA employees in to DLA “representatives” •Demonstrates leadership commitment •Enables culture change •Expands distribution channels •Serves as force-multiplier for communications workforce Win Benefit
  28. 28. Long-Range Increase/realign DLA video capability •Enables speed, agility and creativity •Increases distribution channels •Enables integrity of message and audience targeting Propose communications engagement and effectiveness as part of performance objectives •Demonstrates leader commitment •Drives culture change Realign communications functions and capabilities from across enterprise into more operational construct •Enables speed and agility •Improves integrated approach Establish communications course at DAU; establish marketing/communication LTT with industry for mid-/senior leaders •Drives culture change •Demonstrates commitment •Acts as a force-multiplier for communications •Aligns needed skills with appropriate DLA “representatives” Win Benefit
  29. 29. Teams • Teams 1, 2 and 3, associated with strategic guidance goals; established to: – Provide agile, responsive support to communications efforts in support of focus area • Enable targeting, messaging, vehicles • Provide SME and writer support to effort • Enable focusing of DLA communications efforts • Ensure accuracy of information, speed and agility of response
  30. 30. Team Four – Process Enhancement • Institutionalize the communications process in the strategy, policy formulation, planning and execution processes – Identify policies and procedures needed to support DLA communications programs – Demonstrate leadership support of transparent, agile, effective communications – Proactive, integrated approach
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