Office of the Under Secretary of Defense for Policy (OUSD(P))
The Under Secretary of Defense for Policy (OUSD(P)) serves as the principal advisor and assistant to the Secretary of Defense for all matters concerning the integration of departmental plans and policies with overall national security objectives. OUSD(P), or Policy, encompasses over 40 offices and 900 individuals. Business Transformation, in OUSD(P), analyzes and transforms/modernizes business practices to increase efficiency and effectiveness. tiag provides the sole external analytical support for the Business Transformation office.
Over a two-year period, following a Secretary of Defense mandate, Policy structurally re-organized and transformed from a Cold War organization to a more agile, adaptive one. Policy’s continued transformation aims to create a user-friendly, efficient, resource-effective, sustainable, and adaptable business environment, which will enable the organization to focus resources on its core policy advice mission. Policy contracted tiag to transform its business processes and information systems to meet the demands and priorities of the Secretary of Defense, as well as support the larger enterprise solutions for the Office of the Secretary of Defense (OSD). Policy also sought to address its governance structure and support framework for continuous process improvement (CPI).
Using tiag's Acumulus™ methodology, the tiag team developed a new business model to meet Policy leadership’s vision, performed a gap analysis, and created a roadmap for transforming and modernizing Policy’s business processes. End goals achieved include greater efficiency through a shared services back office support model; better top-down communications via an internal communications plan; improved knowledge management and information sharing with information technology (IT) improvements; a Policy measurement dashboard and Balanced Score Card to inform evidence-based decisions; and, a formal governance process that allows all components to share in making decisions effecting the entire organization. tiag also provided Lean Six Sigma (LSS) Black Belt and business process re-engineering (BPR) support to facilitate transformation of individual processes identified by the organization, with shareholder support. tiag managed the overall effort using traditional project management techniques, provided a project management handbook for Policy use, and developed performance and communications strategies to quantify and report success.
Business transformation is about executing business strategy and moving closer to a vision, and is both an essential and a continuous management competency of any organization. With tiag’s support and a new structure, Policy’s improved enterprise planning and decision-making model give portfolios flexibility in managing staffing and resources and in “ramping up” support to address unanticipated issues. tiag helped instill in Policy an ongoing focus on quantitative performance management and continuous improvement, which will sustain and advance their business transformation success.
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