Campaign final push addresses cultural, resource changes

  • Published
  • By Estella Holmes, Air Force Materiel Command

Note: This is the sixth in a series of articles on the Air Force Materiel Command Digital Campaign Lines of Effort. The series focuses on one effort each month, providing information on the goals, importance and ongoing successes. Each effort is led by a champion and is supervised by an Air Force Life Cycle Management Center general officer and/or Program Executive Officer who helps drive the accomplishment of the campaign objectives.

WRIGHT PATTERSON AIR FORCE BASE, Ohio – The Air Force Materiel Command Digital Campaign Line of Effort # 5 addresses the cultural and workforce changes needed to push transformation towards the AFMC we need.

The final line of effort in the digital campaign arsenal leverages the successes of LOE Teams # 1-4 as stepping stones to transform the Air Force Materiel Command’s culture and workforce.

“It all boils down to the warfighter. How can we use digital processes, data and analyses to give them the information and equipment where, how and when they need it?” said Jacqueline Janning-Lask, Director of Engineering and Technical Management and Chief Engineer, Air Force Life Cycle Management Center and the Air Force Materiel Command Digital Campaign Line of Effort #5 (Culture and Workforce) champion.

The culture and workforce goal is to drive a conversion across the AFMC enterprise through training and change management, enabling all Airmen to be well versed in Digital Engineering concepts.

Line of Effort # 5 has four specific objectives which outline the means of bringing about the essential changes in AFMC culture and architecture required to forge a digital transformation.

Objective one requires developing and putting into effect a change management plan that lays out the approach, implementation, suggested schedule, budget and metrics for the transformation.

The change management plan is the roadmap for how the Digital Campaign will be implemented.

The plan sets the cadence and measures the progress of the campaign.

“The most critical part for our Airmen and culture change is the Change Management Plan…we must be able to effectively and efficiently shepherd the command through the pivot of Digital Transformation,” said Lask.

The famous author Napoleon Hill said, “Plan your work and work your plan.”

That is what the change management plan does for the campaign.

The second objective makes possible the desired end-state by developing a communication plan to synchronize messaging for the AFMC Digital Campaign.

Workforce awareness activities might include conducting stakeholder analyses, creating messaging timelines/modes, driving continual leadership engagement, conducting needs analysis, and partnering with experts to identify and fill gaps.

The desire is to have an AFMC workforce that fully understands the need for change and the role of each Airman in a collaborative integrated digital environment.

Objective three involves developing a training plan for the entire AFMC community, from basic awareness training that shares the digital enterprise vision and supporting lexicon, to the more complex, weapon system design tools and modeling for a system level digital twin.

Lask explains that training is among the first steps to accelerate and innovate digital acquisition and sustainment processes to stay ahead of potential adversaries technological advances.

The entire command must understand the meaning of a program “going digital”.

A better understanding of current Air Force efforts to implement modern digital capabilities and processes is important. Competency lists that address the need for digital knowledge, and skills required of the future workforce, will also support the transformation.

The fourth and final objective focuses on growing a digital career field with innovative ideas to lead AFMC through the transformation. 

This team looks beyond program-specific applications and focuses on innovative, enterprise-wide solutions that can lead the command in transforming.

This will help make the command more efficient and effective in the long run.

AFMC is sharing the digital message through training opportunities, digital dialogues and “Getting Digital” sessions. Innovative initiatives are also coming to the forefront.  

“The goal would be reached when, in a very near future, the entire workforce is trained and proficient in digital technology and has the passion and desire to keep the Air Force moving further and faster than we could have ever dreamt possible…that would spell success,” said Lask.

When the workforce knows the digital tools and processes available and seeks to innovate, Airmen can move the digital environment forward to help AFMC meet the defense needs of the nation.

“Everyone must learn about digital capabilities and approaches and help find ways to smartly implement digital tools and processes across our enterprise along with decision-making at every level,” said Lask.