How do you usher in transformation in your organization? How do you adopt to changes within your group? How do you adapt your business to the environment, to the market? These were the questions I asked myself as I browsed through Roland Rust’s piece on “Spotlight to Reinvention: Rethinking Marketing”.
Reading Rust brought me back to my very own organization- the Philippine Army. In 2011, the Philippine Army embarked on an ambitious transformation program aptly dubbed the “Army Transformation Roadmap (ATR)”. The ATR is an 18-year transformation and governance program aimed at transforming the PA into a more professional, capable, responsive and dynamic organization that can effectively perform its mission and better serve the people. It was developed based on the Performance Governance System (PGS) which is a local adaptation of Harvard’s Balanced Scorecard framework. The Vision of this transformation- “By 2028, to become a world-class Army that is a source of national pride” sounds ambitious but its framers think it is attainable. Two of the strategic objectives espoused by this program are: “to develop and communicate a brand image consistent with the Army’s Core Values; and “to engage and partner with key stakeholders”. These objectives are being pursued through a set of strategic programs which are implemented and monitored through a performance governance scorecard.
Looking closely, how does the Philippine Army, a government entity market itself as a brand? What goods and services does it sell or provide? Who are its primary customers or stakeholders? How does it build, cultivate and nurture its relationship with its clients?
The PA’s serves its customers- the Filipino people with its products or major final output: the safety and security of the land. Before, only a handful knew of the relevance of the military especially its role in nation-building. Now, the PA serves as a catalyst of societal change and usher of community development. Through the ATR, the PA is now mastering stakeholder engagement which is undertaken through Civil- Military Operations (CMO) by soldiers who specifically cater to its customers. How does it work? CMO entails a coherent and systematic application of words and deeds- of messages and actions. Just like a Chief Customer Officer, CMO Operators look primarily into the welfare of its clients and continuously seek ways on how to serve them better. Both the government and the enemies of the state battle for the support of the people hence, gaining their hearts and minds is the key to long-term success. This is aptly captured by Rust’s Customer- Manager Driven relationship where building long-lasting relationship and customer welfare are given premium by the organization. This is a major turn-about for an organization that has long been accustomed to doing things by itself and without regards to its stakeholders. Now, the PA strives to strike a balance between mission accomplishment and the welfare of the people that it serves.
Almost seven years after ATR was introduced and adopted, the PA is now in full gear to pursue its own brand of transformation. The advent of information technology has made this journey more challenging and interesting at the same time. Like any organizational transformation initiatives, humps and bumps are expected along the way but the PA is more steadfast than ever to attain its goal. As Rust said, transformation is inevitable…and will soon be the only competitive way to serve customers.
Reading Rust brought me back to my very own organization- the Philippine Army. In 2011, the Philippine Army embarked on an ambitious transformation program aptly dubbed the “Army Transformation Roadmap (ATR)”. The ATR is an 18-year transformation and governance program aimed at transforming the PA into a more professional, capable, responsive and dynamic organization that can effectively perform its mission and better serve the people. It was developed based on the Performance Governance System (PGS) which is a local adaptation of Harvard’s Balanced Scorecard framework. The Vision of this transformation- “By 2028, to become a world-class Army that is a source of national pride” sounds ambitious but its framers think it is attainable. Two of the strategic objectives espoused by this program are: “to develop and communicate a brand image consistent with the Army’s Core Values; and “to engage and partner with key stakeholders”. These objectives are being pursued through a set of strategic programs which are implemented and monitored through a performance governance scorecard.
Looking closely, how does the Philippine Army, a government entity market itself as a brand? What goods and services does it sell or provide? Who are its primary customers or stakeholders? How does it build, cultivate and nurture its relationship with its clients?
The PA’s serves its customers- the Filipino people with its products or major final output: the safety and security of the land. Before, only a handful knew of the relevance of the military especially its role in nation-building. Now, the PA serves as a catalyst of societal change and usher of community development. Through the ATR, the PA is now mastering stakeholder engagement which is undertaken through Civil- Military Operations (CMO) by soldiers who specifically cater to its customers. How does it work? CMO entails a coherent and systematic application of words and deeds- of messages and actions. Just like a Chief Customer Officer, CMO Operators look primarily into the welfare of its clients and continuously seek ways on how to serve them better. Both the government and the enemies of the state battle for the support of the people hence, gaining their hearts and minds is the key to long-term success. This is aptly captured by Rust’s Customer- Manager Driven relationship where building long-lasting relationship and customer welfare are given premium by the organization. This is a major turn-about for an organization that has long been accustomed to doing things by itself and without regards to its stakeholders. Now, the PA strives to strike a balance between mission accomplishment and the welfare of the people that it serves.
Almost seven years after ATR was introduced and adopted, the PA is now in full gear to pursue its own brand of transformation. The advent of information technology has made this journey more challenging and interesting at the same time. Like any organizational transformation initiatives, humps and bumps are expected along the way but the PA is more steadfast than ever to attain its goal. As Rust said, transformation is inevitable…and will soon be the only competitive way to serve customers.
