GOAL LEADER: Chris Underwood, Chief, Comparative Analysis Division, AFIMSC Resource Management Directorate
GOAL DESCRIPTION: When it comes to organizational maturity, our goal is simple: maximize organizational effectiveness and efficiency for maximum mission delivery. This goal defines the optimized organization to help identify and close performance gaps. We highlight and prioritize opportunities and track our progress by measuring AFIMSC against established performance characteristics of organizational maturity.
G6.A — Execute well-rounded Continuous Process Improvement (CPI) program in accordance with (IAW) Air Force Instruction (AFI) 38-401 and AFI 90-201 focusing on both people and processes NLT Dec 2022
G6.B — Execute one CY22 maturity matrix NLT May CY22
G6.C — Implement Director of Staff organizational Knowledge Management Strategy across the enterprise NLT CY22
G6.D — Develop and implement no less than 3 value-added AFIMSC operational acquisition processes to support delivering required I&MS capability NLT end of CY22
DRIVING THE MISSION
Being such a young organization, we’ve got an amazing opportunity at AFIMSC. We need to be innovative in our approach to providing service and support to the major command and installations. Our goal focuses on internal processes that will allow us to continue to grow.
2021 PROGRESS & ACCOMPLISHMENTS
In 2021, our team made significant advancements in increasing our overall organizational maturity. We closed out AFIMSC 2.0 deliverables including mapping 58 key processes across the AFIMSC enterprise that will help to better inform/educate both internal and external customers. Additionally, we saw continuous growth in 13 of 14 key maturity categories based on maturity assessment results.
Finally, we’ve taken the AFIMSC Strategy program to new levels. We implemented a healthy enterprise wide strategy cadence, where strategy is baked into daily decision making. To help reinforce this culture of strategy, we launched monthly “Strat Chats” with AFIMSC senior leaders, developed a strategy hub to host all things strategy, codified our processes into playbooks and developed the strategy incubatory process.
Our biggest accomplishment was developing and launching the LAUNCH site, the front door to all things AFIMSC: our organization, capabilities and unit directory.
Our organizational maturity efforts ultimately result in providing better service and support to our customers across the Air and Space Forces. Developing tools like LAUNCH allow for better communication with our customers at the major commands and installations while assisting internal AFIMSC teammates with navigating the enterprise.
GOALS FOR 2022
We are shifting away from closing out AFIMSC 2.0 and focusing on integration across the center using programs like knowledge management and continuous process Improvement to push the organization forward.
IN THE NEWS
(Current as of Dec. 7, 2021)
LOE 1: Increase Lethality & Readiness
1. Optimize Infrastructure
2. Increase Installation Resiliency
3. Improve Strategic Basing
4. Revolutionize Base Lethality
5. Prioritize Airmen and Guardian Readiness
6: Data Driven Execution Plan Process
7: Integrate Air Base Command and Control
LOE 2: Strengthen Airmen, Guardians & Families
1. Improve Quality, Utilization and Management of Unaccompanied Housing
2. Improve Housing for Airmen, Guardians & Families
3. Optimize Community Cohesion to Build Resilient Airmen, Guardians & Families
4. Enterprise-wide Customer Service Strategy
5. Implement Office of the Future
LOE 3: Pursue Organizational Excellence
1. Drive Enterprise Behavior Using Data Analytics
2. Increase Innovation Opportunities
3. Improve Strategic Communication
4. Develop I&MS Experts & Leaders
5. Ensure Connectedness Across AFIMSC
6. Increase Organizational Maturity
7. Advance IT & Collaboration
8. Building an Inclusive and Equitable Culture/Environment