Strategy and Performance Practice
Client Results
Government-Wide CAP Goal 6 Support
Strategy and Performance Practice
Objective
The GSA Deputy Administrator and Chief Financial Officer lead Cross- Agency Priority Goal 6 from the President's Management Agenda. These executives contracted MSI to infuse their approach, and all activities aligned under CAP Goal 6, with lessons learned and best practices from established management science.
CAP Goal 6 - Shifting from Low to High Value seeks three key objectives; 1) automate and eliminate workload using innovative technologies like Robotic Process Automation, Artificial Intelligence, and Intelligent Automation; 2) transform agency processes to reduce workload; and 3) reduce burden associated with reporting requirements and other mandates.
MSI is providing expert level support in designing the Government's CAP Goal 6 strategy, managing performance metrics and milestone tracking, implementing key initiatives involving the RPA/AI Communities of Practice, and successfully leading EOA Pilots at agencies across the Federal Government to achieve tangible workload reduction
Results
Leading the development of important cross-Government deliverables like the RPA Program Playbook, EOA Toolkit, and RPA Use Case Inventory.
Advising CAP Goal 6 Council in their mission to transition the Federal Sector from Low to High-Value services.
EOA Pilots Initiated at the Department of Education, GSA Public Building Service, and NSAS to reduce annualized workload and increase performance.
Produce thought leadership content for Government-wide knowledge sharing on RPA, IA, and AI.
GSA OCFO Organizational Transformation
Strategy and Performance Practice
Objective
Management Science and Innovation has supported the GSA OCFO through all phases of its consolidation. In 2015, OCFO received a mandate from the Administrator to reorganize and incorporate all 900+ GSA financial staff into one effective organization.
After a thorough assessment of opportunities and challenges, MSI assisted the CFO in rolling out an ambitious new COE design for HQ with offices designed by function. MSI also supported a regional finance consolidation and zonalization, including business process standardization and redesign. Our support in process automation has also assisted the CFO in transitioning the organization to high-value, customer driven services.
Results
Leading the development of important cross-
A 23% reduction in FTE from 691 to 531 during the FY 15-18 Transformation Period.
A 29% decrease in contracting expenses during FY 15-18.
84% decrease in annual audit findings, with no material control weaknesses in FY 18.
MSI's Organizational Transformation Support for GSA OCFO
Comprehensive Organizational Assessment
Phase 1
Organization Consolidation & Redesign
Phase 2
Process Improvement & Standardization
Phase 3
Automation & High-Value Service
Phase 4
Ongoing Change Management, Performance Management, and Strategy / Planning Support
US Army Headquarters Transformation
Strategy and Performance Practice
Objective
MSI was contracted to identify the best approach for achieving a 25% reduction in cost by Headquarters Army (HQDA) and Major Commands as instructed by the Secretary of the Army in response to congressional budget cuts handed down earlier in 2013.
MSI conducted analysis organizational and mission analysis to ferret out organizational alignment to mission and strategy as well as to identify redundancies in effort/staff as well as gaps. The end result being the identification of best approaches, MSI further analyzed previous Army attempts to reduce cost through process improvement and organizational redesign. The result was the recognition that numerous methodologies had been attempted at great expense, but these past attempts were insignificant and in some cases counter to improvement. The MSI team asserted that bold moves were required and that leadership had to be prepared to fight organizational inertia.
Results
15% cost reduction through organizational re- layering and re- shaping with additional cost reductions to come through attrition and process improvement for a minimum of 25% cost reduction in less than 5 years.
A 2,286 billet reduction of headquarters staff was completed by FY 19. Analysis focused on 3 major commands as the sample of the population addressing more than 20,000 personnel.