1. Leadership Case Study
Planned Transformation Efforts
Situation:
The events of September 11, 2001, prompted the Department of Defense to direct the creation of
worldwide coalition networks. The Linked Operations-Intelligence Centers Europe (LOCE) program had a
multi-lateral coalition network with established capabilities and became a network model. Its expansion in
response to Balkans crises increased the network from 8 servers and 250+ workstations to 55 and 525+,
respectively. Management concentrated on growing operational concerns and needed assistance overseeing
a planning and administrative staff that lacked support. Program policies were outdated or non-existent,
government reduced personnel assigned from 19 to one, and management and contracting responsibilities
shifted three times. The turbulence led to uncertainty, employee dissatisfaction, and the departure of
several key staff members. In spite of the turmoil, the program needed immediate attention with its plan to
become part of a larger coalition systems effort. It was necessary to appoint a deputy program manager for
plans and a chief of staff.
Action Plan:
• Communicated extensively to learn and understand organizational requirements; clarified
inconsistencies and wrote business expense and relocation policies.
• Defined separate planning and operational responsibilities for both deputy program managers.
Developed a strong working relationship with my deputy counterpart.
• Conducted quarterly performance reviews, redefined roles, and established clear objectives.
Empowered first-line supervisors to lead administration, security, integration, and expansion
efforts.
• Focused staff members, setting communication and teamwork as top priorities. Monitored all
assignments, identified program distracters, and discontinued non-essential tasks.
• Coordinated all program activities with the operations deputy and the program manager.
• Recommended organizational restructure to synergize efficiencies and prepare for program
transformation. Screened and interviewed prospective hires.
Results:
Wrote business expense and relocation policies that became the division standard. Clarified inconsistencies
and removed a source of employee discontent. Conducted quarterly performance reviews and established
clear expectations, increasing employee confidence in the annual appraisal process. Redefined roles,
empowered first-line supervisors, and inspired greater cooperation between operations and plans elements.
Directed and tracked staff assignments to increase program cooperation and efficiency. Provided
management a personnel plan that consolidated two sections and a transition timeline that met the needs of
the gaining and losing directorates. Enabled the program to conduct 10 percent more hiring actions that
enabled greater effectiveness within the organization in critical areas.