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Anthony’s post:

What are the major external and internal drivers of change in your organization?

Strategic leadership is tasked with the responsibility to survey the environment for threats and opportunities, creating strategy, and putting that strategy in play (UMGC, 2024). Identifying the major external and internal drivers of change within the U.S. Army is a fairly simple task. Senior leaders constantly monitor the external factors which include the abilities of our peer nations capabilities and determine if we are capable of constructing an overmatch of forces. If the answer is no then change is needed.  The acronym used for this analysis is PMESII-PT which discusses: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment, and Time (Army, 2019). Each of these areas create a potential friction point that may be lessened if we adjust or change our strategy. The easiest example of change that we have witnessed is the color of our equipment based on the environment where we are operating. At the start of the war in Afghanistan our equipment was painted green which was to enable better concealment in a wooded environment. Due to the mostly desert environment, it was in our best interest to adapt our equipment to that specific environment. 

Regarding the internal drivers of change there are several but the most important are the direct level leaders. Change can be uncomfortable especially when there is the potential for real loss of control and unpredictable outcomes (UMGC, 2024). The army is an organization that I have had the opportunity to observe change from within over the last 20+ years. Army policy has always been in place to take care of the Soldiers but it’s the leaders that walk with the soldiers each and every day that have the most impact in creating a culture of trust and change. When a Soldier believes that their leadership truly cares for them then the impact of stress and resistance to change is greatly lessened. One of the lines in the NCO Creed (Non-Commissioned Officer) states “I will communicate consistently with my Soldiers never leaving them uninformed (Army, 2020). Clear, honest, and truthful communication enables each servicemember to gain a better understanding of the plan and creates a buy in resulting in a stronger more unified effort which enables internal change to occur. 

References

Army, U. (2019, 07).  ADRP 5-0 The Operations Process. Retrieved from Da Pubs: https://armypubs.army.mil/epubs/DR_pubs/DR_a/ARN18126-ADP_5-0-000-WEB-3.pdf

Army, U. (2020, 01).  The Noncomissioned Officer Guide. Retrieved from Da Pubs: https://armypubs.army.mil/epubs/DR_pubs/DR_a/ARN20340-TC_7-22.7-000-WEB-1.pdf

UMGC. (2024, 07 07).  Learning Topic: Management of Change and Trust. Retrieved from University of Maryland Global Campus: https://leocontent.umgc.edu/content/scor/uncurated/mba/2218-mba670/learning-topic-list/management-of-changeandtrust.html?ou=1040566

UMGC. (2024, 07 07).  Learning Topic: Strategic Leadership. Retrieved from University of Maryland Global Campus: https://leocontent.umgc.edu/content/scor/uncurated/mba/2218-mba670/learning-topic-list/strategic-leadership.html?ou=1040566

Autumn’s post:

Drivers of Change

What are the major external and internal drivers of change in your organization?

Restore First Health (RFH) is a healthcare organization focusing on mobile wound care. Over the years, the Centers for Medicare and Medicaid (CMS) has consistently changed guidelines and reimbursement for healthcare services. With these changes, RFH has changed the scope of patient wound care management. The focus has changed from traditional wound care management to traditional wound care management. Adapting to insurance guidelines and patient needs is a constant barrier for RFH, which causes confusing messaging to employees and partners that RFH works with within the field.

With the changes happening, trust among employees has lessened. The sales team has had a major turnover and is facing another turnover round. Leadership has made some very difficult decisions and has restructured our sales team. The sales team will report through the Operations team in hopes that the confusion regarding messaging in the market can be successfully changed and implemented.  ( Management of Change and Trust, n.d.)

RFH is built on resilience. It started in 2020 during a pandemic, and its CEO built his company during some of the hardest days in the world. He didn’t plan for RFH's growth in the next 5 years. RFH has gone national in the last year, adding 5 states to the books with their headquarters in Atlanta, GA. This is an exciting time, but the culture shock has been tough while working with new team members nationwide. Integrating can be tricky. It can be even trickier as RFH continues to grow. Focusing on the organization's culture can help RFH succeed, as growth is inevitable. ( Resilience, n.d.)

 

 

References

Management of Change and Trust. (n.d.).  https://leocontent.umgc.edu/content/scor/uncurated/mba/2218-mba670/learning-topic-list/management-of-changeandtrust.html?ou=1040566

Resilience. (n.d.). UMGC.  https://leocontent.umgc.edu/content/scor/uncurated/mba/2218-mba670/learning-topic-list/resilience.html?ou=1040566

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