ORGANIZATIONAL IMPROVEMENT

CAPABILITIES

Efficiency and effectiveness are not an accident

Our organizational improvement practice focuses on service delivery along with organizational assessment and design. Through a variety of qualitative and quantitative techniques, we examine service delivery workflow, business processes, and organization structure to identify opportunities for improvement. Realizing that improvements are not free, we offer targeted cost-benefit analyses or broader business case analyses to determine potential return on investment and enable sound investment decision making. Our focus areas allow us to offer a complete tool set for improving organizational performance:

• Organizational assessment and design
• Business process reengineering
• Business process transition and training
• Functional and technical assessment
• Continuity of operations planning
• Workload and workforce analysis
• Shared services
• Tailorable management questionnaires.

CLIENTS AND SOLUTIONS

CHINFO—Structuring the Navy Office of Public Affairs

LMI assessed the Navy's public affairs community, publishing a study that contained 21 specific and executable recommendations for the chief of information (CHINFO) in the areas of strategy, community structure, service delivery, community shape and size, and skills and competencies.  Collectively, the recommendations provided Navy leadership with the direction and action items necessary to proactively structure the community to meet the growing demands of the Navy.

DAU—Reviewing DoD Acquisition

The Defense Acquisition University (DAU), under the direction and authority of the Under Secretary of Defense for Acquisition, Technology and Logistics, USD(AT&L), reviewed the acquisition structures and capabilities of the Department of Defense (DoD) in accordance with the FY06 National Defense Authorization Act, Section 814. LMI helped DAU throughout this review, which included the acquisition structures and capabilities of the military departments, defense agencies, and all other DoD elements with an acquisition function. We analyzed information obtained via surveys, interviews, and personnel databases that contained the demographic and acquisition-specific characteristics of the 128,000-member acquisition workforce. LMI drafted and edited the final report, which was delivered to the USD(AT&L) in June 2007.

OMM—Improving Service Delivery

LMI’s comprehensive Business Assessment and Alignment Model provides an integrated framework for strategic improvement. Working for the Department of the Interior, Offshore Minerals Management (OMM), we facilitated the development of a new service delivery model to address key business operations and more efficiently support the diverse needs of the program’s clients: coastal communities and the energy industry.