Entelliteq (previously IR Tech) supported the Global Combat Support System – Marine Corps (GCSS-MC) Program Manager throughout Increment 1’s acquisition milestones as well as assisted in full fielding activities and entry to the Post Deployment System Support (PDSS) phase.  For over 5 years, we initiated, facilitated, and supported strategies to engage stakeholders and users through the challenging endeavors of Organization Change Management (OCM).  OCM is a framework for managing the effect of new processes, changes in the culture of how tasks are accomplished within an Enterprise framework, and modes of operation that significantly reshape an organization.  Simply put, OCM addresses the people side of change management.  And, in the case of GCSS-MC, these changes were related to the replacement of custom-coded, legacy supply and maintenance information systems (some nearly 40 years old) with commercial off-the-shelf (COTS) enterprise resource planning (ERP) software and an Enterprise, Corp wide architecture.  Effective OCM planning and execution required unprecedented collaboration and coordination between Headquarters USMC, logistics command (LOGCOM), the individual Operating Forces (I, II, III MEF, MARFORRES) and the pivotal user groups and individual users that would use the system on a day-to-day basis.  Entelliteq was chosen to assist the Program Office establish, facilitate, and maintain the collaboration and cooperation necessary between these groups in order to achieve a successful full fielding.

Entelliteq’s strategy was based upon an 8-step methodology to facilitate and support OCM across the Enterprise.  This process strategy was identified during Milestone B activities, modified and updated during Milestone C activities, executed during fielding with III MEF, and continued to advocate its use through full fielding with the remaining Operating Forces.

Step 1: Establish a Sense of Urgency.  Help others see the need for change and they will be convinced of the importance of acting immediately.

Step 2: Create the Guiding Coalition.  Put together a group with enough power to lead the change.

Step 3: Develop a Change Vision.  Identify and spell out how the future will be different from the past.

Step 4: Communicate the Vision for Buy-in. Ensure that as many people as possible understand and accept the vision.

Step 5: Empowering Broad-based Action.  Remove as many barriers as possible and unleash people to do their best work.

Step 6: Generate Short-term Wins.  Create visible, unambiguous success as soon as possible.

Step 7: Never Let Up.  Consolidate gains and produce more change.

Step 8: Incorporate the Changes into the Culture.  Anchor new approaches in the culture for sustained change

Some of the activities associated with our process included:

• Identification of and coordination with internal and external entities, groups, and stakeholders
• Evaluation of existing metrics to ensure that they are tied to strategic goals and are actionable. Develop new metrics if necessary.
• Develop baselines for both ‘in-use’ and ‘to be’ performance metrics
• Execution of metric mapping exercises with the identified data sources
• Conduct diagnostic analysis against metric results, identify refinement possibilities, and translate results into actionable language so decision-makers can make better-informed decisions
• Obtain Program Manager concurrence in designed metric meeting performance measure goals
• Manage collection of pertinent data from Legacy sources for establishing both the ‘as-is’ baseline metric as well as related data from the Enterprise system to compare against the ‘to-be’ baseline
• Publish metric results on the schedule agreed to with the Program Manager.