U.S. Army Contracting Command - Aberdeen Proving Ground (ACC-APG)’s Post

This is well said and emphasizes the criticality of developing humans who are capable of solving complex and ever evolving problems. However, I strongly recommend the Army and DoD step back and consider why some Soldiers have an innate ability to see solutions when others do not. Not through years of schooling and hundreds of books, but because their minds operate differently than what is considered typical. I offer that the Army consider finding and developing planners who have the gift of dyslexia. These Soldiers rarely attend Army planning schools because they don’t try to compete, they worry they will be exposed. As a dyslexic Soldier I was selected many times to join or lead initiatives groups and develop systems and organizations for the Army. I was never deemed smart enough to attend SAMS or a doctrinal fellowship, but I was asked to help create the IED-TF, AWG, JIEDDO, Modularity, the patch chart, The Army Press, and the Army University. Those with dyslexia are taught to be ashamed of their weaknesses; reading, spelling, yet never encouraged to grow their problem solving skills because they are not seen in action unless identified by an observant leader who acts to encourage and leverage the innate skills of those who are neurodiverse.

While the Army excels at deploying enterprise-level solutions for major systems, the dynamic nature of day-to-day leadership demands tools that operate at a different scale. Squad leaders need quick ways to standardize motor pool layouts. Platoon sergeants need efficient methods to manage personnel tracking. First sergeants need streamlined tools for property accountability. These micro-level requirements multiply across thousands of units, each with their own unique needs and SOPs. These aren't gaps waiting for an enterprise solution - they're fundamental aspects of ground-level leadership that require flexible, adaptable tools that can evolve as fast as the mission changes. Our apps don't replace Army systems; they empower NCOs, Junior Officers and the E4 Mafia to execute their daily mission more effectively by putting purpose-built tools directly in their hands.

🤨 3 years ago I had a conversation with a colleague regarding the AIMs marketplace. I mentioned how tactical and strategic commanders were circumventing the system to get who they wanted in positions instead of qualified candidates. It was super obvious. I recalled mentioning Ft Liberty because the culture is extremely cliquish. It’s an open secret. I’m not surprised by this article. But I will say if you’re going to target one commander, the Army needs to do a full audit of all its commanders. I guarantee if the promotion and CSL board results were audited the algorithm is going to have some interesting data. People don’t choose who’s qualified they choose who they know. This is something that’s human nature and common practice in both the military and civilian sectors. If a commander is getting relieved for loss of faith and confidence in the ability to lead, especially toxic command climate. That tells me the Commander’s Assessment Program is compromised.

Commanding in combat is a sacred responsibility. We must treat the selection process no differently. Recently, a high-ranking Army General bypassed the outcomes of the Battalion Commander Assessment Program (BCAP) to advance his preferred but less qualified Lt Colonel who failed the evaluation. The evaluation team voted unanimously to fail the candidate multiple times and described the candidate as having "counterproductive leadership qualities". I proposed the BCAP concept to the Army in April 2019 to battle this EXACT problem. I developed the concept of using neuropsych testing to objectively weed out officers unsuitable for command while serving in the Air Force. Too many such officers were pushed up the ranks by senior sponsors. My proposal fell on deaf ears while in the AF. But I am proud to see the Army implement my vision. From what I hear, it is working. But not surprised that there are Generals challenging the outcomes. Change of this magnitude will take a generation to fully realize. Since its inception, the Army expanded BCAP so that one cannot be promoted to Colonel without passing this evaluation. The cost of promoting "counter productive leaders" can be measured in poor unit performance, poor retention and low morale. Perhaps the Air Force will follow suit one day. #GoArmy #Leadership #BCAP #USAF

A milestone day for the US Army and our nation as we hit our recruiting target for the first time in years. This achievement showcases the collective effort of the entire Army. I utilized the video linked here to capture the attention of our Soldiers at the Recruiting and Retention College before discussing the mission's significance. Huge shoutout to our recruiters and field leaders for their exceptional work. While there's more to be done, today, we celebrate this win. A special appreciation to all who aided in enhancing our curriculum. We've revamped it, covering vital areas like sales, networking, virtual recruiting, data analytics, public speaking, and live recruiting. Following the disruptions caused by Covid, these updates have empowered our recruiters, making them more proficient, confident, and skilled in the basics. Continuous improvement is key, and we foresee a significant year ahead. Let's stay connected and continue to support our local recruiters. The strength of our entire military is crucial for our recruiting success. #beallyoucanbe #usa #friday #sales #technology #innovation #military #USArmy #RecruitingMission #Success #Leadership #TeamWork

2024 TRADOC Resource Management Workshop Mr. Wes Robinson, the Deputy Assistant Secretary of the Army (Financial Operations and Information), DASA-FO, recently spoke at the 2024 U.S. Army Training and Doctrine Command, TRADOC, Resource Management Workshop Oct. 24. The event served as an opportunity for Robinson to share his Fiscal Year 2025 Financial Operations and Information, FOI, priorities and how they align with the ASA (FM&C) broader Campaign Plan and five-year strategy. He also emphasized opportunities for collaboration and strategic alignment between FOI and TRADOC. During the session Robinson discussed how effective resource management supports increased organizational transparency and accountability, effective funding allocation, and a stronger sense of collaboration among key stakeholders. Strategic alignment between FOI, TRADOC, and key stakeholders will support positioning the Army to be more agile, effective, and forward-looking in its approach to managing the resources that are critical to national defense. It was an insightful experience, and we look forward to future collaboration between FOI and TRADOC! #ArmyFinance #TRADOCRMWorkshop24 #ArmyTransformation

#usarmyfuturescommand FR: Command TO: Future Digital Warriors Subject: Priority Notice - Enabling Success on the Digital Battlefield As we advance in modernizing our military capabilities, it’s crucial to recognize the similarities between our objectives and those of business leaders in digital transformation. Here are three key similarities: 1. Integrated Communications Network: Both military success and business efficiency rely on robust, integrated communications. Project Convergence Capstone 4 has improved operational efficiency by 40% through advanced networking solutions, mirroring how businesses achieve seamless operations using unified communication platforms. 2. Data-Driven Decision Making: The ability to analyze and act on real-time data is pivotal. Our initiatives enhance decision-making speed by 30%, akin to how businesses leverage data analytics for strategic advantages. This approach ensures timely and informed decisions on the battlefield and in the marketplace. 3. Channel Partner Collaboration: Collaborating with channel partners provides unique solutions and competitive pricing. This strategy has reduced costs by up to 25% and expedited deployment times by 35%, similar to how businesses optimize resources and innovation through strategic partnerships. By embracing these principles, we ensure readiness and superiority on the digital battlefield. Command COPY Adam Myers TeleSource Communications Inc. VMware User Group (VMUG) Fuel User Group US Army Christopher Gray MD Anderson Cancer Center Genesys #ArmyStrong #SupportOurTroops #USArmy #Hooah #ArmyFamily #MilitarySupport #SupportVeterans #ArmyLife #GoArmy #ArmyPride #MilitaryLife #DefendFreedom #AmericanHeroes

Appreciate the great collaboration between PEO IEW&S , Army Futures Command (ACM-IS), Mass Virtual and the ISR Task Force to discuss virtualized training options that will enhance human performance in an affordable and scalable way. The Intelligence enterprise is faced with a unique challenge in support of the US Army. We employ low density systems, we maintain them with low density military specialties, and we are expected to integrate cutting edge technology faster than our institutional training processes can keep pace. So how do we conduct relevant training quickly, effectively and affordably in the 21st century? We virtualize the training. Yesterday I asked the team to get a little uncomfortable and find a way to demonstrate this capability during our flagship intelligence experiment in September. I want our senior leaders to immerse themselves in a virtual world to see how a 35-series Soldier will interact with component-level parts without ever touching the system. Imagine the possibilities we create if we can certify our back-shop support without ever pulling capital assets out of the fight.

Army commanders face a unique challenge: balancing bureaucracy and digital modernization to be ready to fight tonight and in the future. By collaborating with their staff in their organization's decision cycle, they can use the CDR's role in the operations process (UVDDLA), to: - Understand the Army and DoD landscape they can change - Master the Army and DoD landscape they must legally operate within It's all about finding that balance that creates lasting effects! How do you think they can navigate this delicate balance? #Bureaucracy #DigitalModernization #LeadershipChallenges #MilitaryStrategy #Collaboration #ArmyLeadership #StrategicPlanning #DigitalTransformation #ArmyInnovation

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