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S2 Ep.7 Transforming DoD/IT Financial Management through IT
Digital transformation is a phrase bandied about everywhere these days. Its application is everywhere from ordering coffee online to the Pentagon. Just as a point of comparison, the DoD has 27 million people with over $3 trillion in assets and over 17 business systems. The amount of complexity is overwhelming for any project involving change.
Today’s interview brings together four experts in improving the existing Enterprise Resource Management (ERP) system in the federal government. The discussion gives the listener insights into the areas of strategy, automation, and process improvement.
The DoD is comprised of individuals with strong leadership characteristics. It is possible that each leader promotes their agenda at the cost of the others, and, at the expense of the overall agency objective. During the interview today, Greg Little, DoD, reinforces the new concept of starting with outcomes.
Once this is done, duplicative systems can be eliminated, and systems can be designed to reduce costs for the entire portfolio. The phrase that sums it up is, “have the business strategy drive the technology strategy.”
One aspect of accomplishing the digital transformation of an immense organization like the DoD is automation.
Greg Little provides more details on the complexity of IT at the DoD. There are over 25 accounting systems with more than 250 feeder systems. Conducting an audit with this level of complexity would never be possible with a few accountants and some spreadsheets. Automation is the only way to handle this number of systems, without it, the audit would not be sustainable.
The DoD is currently using Robotic Process Automation, and have 50 digital assistants. Of course, the goal is compliance with financial regulations, but automation allows leaders to use data to drive decisions, tie resources to performance, and financial stewardship.
Part and parcel of these large systems are legacy ERP. Jonathan Moak, Salesforce suggests that older systems must be incorporated into the move to the cloud. However, if can’t merely be a “lift and shift,” it must make finance part of the complete business management system.
Enhanced flexibility and interoperability will allow leaders to gain a better understanding of the impact of financial management on the entire agency.
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By FedInsider
5
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Digital transformation is a phrase bandied about everywhere these days. Its application is everywhere from ordering coffee online to the Pentagon. Just as a point of comparison, the DoD has 27 million people with over $3 trillion in assets and over 17 business systems. The amount of complexity is overwhelming for any project involving change.
Today’s interview brings together four experts in improving the existing Enterprise Resource Management (ERP) system in the federal government. The discussion gives the listener insights into the areas of strategy, automation, and process improvement.
The DoD is comprised of individuals with strong leadership characteristics. It is possible that each leader promotes their agenda at the cost of the others, and, at the expense of the overall agency objective. During the interview today, Greg Little, DoD, reinforces the new concept of starting with outcomes.
Once this is done, duplicative systems can be eliminated, and systems can be designed to reduce costs for the entire portfolio. The phrase that sums it up is, “have the business strategy drive the technology strategy.”
One aspect of accomplishing the digital transformation of an immense organization like the DoD is automation.
Greg Little provides more details on the complexity of IT at the DoD. There are over 25 accounting systems with more than 250 feeder systems. Conducting an audit with this level of complexity would never be possible with a few accountants and some spreadsheets. Automation is the only way to handle this number of systems, without it, the audit would not be sustainable.
The DoD is currently using Robotic Process Automation, and have 50 digital assistants. Of course, the goal is compliance with financial regulations, but automation allows leaders to use data to drive decisions, tie resources to performance, and financial stewardship.
Part and parcel of these large systems are legacy ERP. Jonathan Moak, Salesforce suggests that older systems must be incorporated into the move to the cloud. However, if can’t merely be a “lift and shift,” it must make finance part of the complete business management system.
Enhanced flexibility and interoperability will allow leaders to gain a better understanding of the impact of financial management on the entire agency.