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FCW : October 30, 2012
October 30, 2012 FCW.COM 25 The logistics behind becoming an enterprise Change is not easy for any agency, but historically it has been particularly dif- ficult at DOD. Although rich in military tradition, the divisions that have long separated the Army, Air Force, Navy and Marine Corps can make it hard to share critical information in an era of coalition war- fare and networks that are unconstrained by conven- tional boundaries. Bowman recognizes that challenge, but said he is determined to over- come the resistance to change that reinforces such divisions. His strategy? "It s 100 percent leadership. It s talking to people and getting them to real- ize that Wayne Gretzky didn t get to be the great- est hockey player in the world because he played the puck where it was or where he wanted it to be. He wasn t the biggest, he wasn t the fastest, he wasn t the strongest, but he knew to skate where the puck was going to be," Bowman said. "What we need to convince people is that change isn t bad. Change is necessary. This is a way to do it. Now let s be part of the solution as opposed to [being] expert problem identi ers." That faith in the power of leadership, however, does not translate into an overly top-down approach. "The way I play it is it s much less about me and much more about the team. I m just a happy member of the team," Bowman said. "This is a team sport. We re all in this together, and we all need to be pulling for enterprise solutions together." Those who have worked with Bowman paint him as a strong leader whose approach to his new role --- he was con rmed in late September --- is exactly what is needed to usher in the evolution necessary to achieve an enterprise-focused DOD. "Gen. Bowman is a senior leader who gets things over the nish line," said Col. John Schrader, chief of staff at the Army National Cemeteries Pro- gram. "He doesn t like wasting time --- his, his people s or his bosses ." Schrader worked with Bow- man in the 1990s and again more recently at the Army CIO s of ce. He said for Bow- man it is all about getting war- ghters what they need. "That s his gift --- focusing large orga- nizations on what really mat- ters," Schrader said. "It s never about him. It s always about the unit, the organiza- tion, the Army, the Defense Department." These days, much of Bow- man s focus is on some of the core components of his enter- prise vision, including the Joint Information Environment. The comprehensive, coalition- aimed program is designed to provide a seamless, holis- tic operational view to troops everywhere, improving the speed and ability to share data and intelligence regardless of location or mission. "The desire for coalition partners to share classified information [and] mission information among each other is huge and can never be understated," Bowman said. "With JIE, we can have a network that s operational for any type of mission --- combat, disaster relief, homeland. Having something like a hurricane or a tsunami causes people to have to work together.... If we have an environ- ment like that, where we can go anywhere we need to and share at any classi cation throughout the operation, we ll get much better results." A key part of JIE is the Future Mission Network, a follow-on to the ad hoc Afghanistan Mission Network that evolved from the need to communicate across coalition forces in that country. Bowman has been heavily involved in both efforts and said he will continue to be as the "We re going to have to capitalize on what the other guy s got and share costs instead of doing it all ourselves."
October 15, 2012
November 15, 2012