New model changes Army business practices 


The biggest obstacles facing transition to the new Army business model is that people within the Army are afraid to change their business practices or they think there will be a better time in the future to make changes, according to Lt. Gen. Robert E. Durbin, special assistant to the Army chief of staff for enterprise management.

Speaking April 1 at AUSA’s Installations Symposium and Exposition in San Antonio, Texas, Durbin thinks some people "have the mindset that we are risk adverse" – old processes can still be used or change can wait.

"I’ve seen you work miracles," Durbin told installations management leaders in reference to using a business model designed to support a Cold War-era force and using that model during transformation into a modular Army. But the proper business policies, practices and procedures must be adapted now to support the Army Force Generation model.

Durbin told attendees that it is essential for them to take an "introspective look" at their own business models.

While senior Army leadership has implemented an enterprise construct to review business practices, "real reform will come from folks like you" who have knowledge of day-to-day demands.

The latest from the Army Office of Business Transformation can be found on its Web site,