FBI Reorganization: Progress Made in Efforts to Transform, but Major Challenges Continue Page: 5 of 65
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To effectively meet the challenges of the post-September 11, 2001,
environment, the FBI needs to consider employing key practices that have
consistently been found at the center of successful transformation efforts.7
These key practices are to
* ensure that top leadership drives the transformation;
* establish a coherent mission and integrated strategic goals;
* focus on a key set of principles and priorities;
* set implementation goals and a timeline;
* dedicate an implementation team to manage the process;
* use a performance management system to define responsibility and
establish accountability;
* establish a communication strategy;
* involve employees; and
* build a world class organization that continually seeks to implement best
practices.
Strategic human capital management is the centerpiece of any change
management initiative, including any agency transformation effort. Thus
far, we are encouraged by the progress that the FBI has made in some
areas in the year since the announcement of phase II of its reorganization.
Specifically, the commitment of Director Mueller and senior level
leadership to the FBI's reorganization; the FBI's communication of
priorities; and the FBI's efforts to realign its activities, processes, and
resources warrant recognition. However, a comprehensive transformation
plan with key milestones and assessment points to guide its overall
transformation effort is still needed.
In addition, as I testified last June, the FBI can and should reinforce its
transformation efforts through its performance management system by
aligning unit, team, and individual employee performance expectations
with planned agency goals and objectives. High-performing organizations
create a clear linkage-"line of sight"-between individual performance
and organizational success and thus transform their cultures to be more
results-oriented, customer-focused, and collaborative in nature.8 This
7For more information, see U.S. General Accounting Office, Mergers and Transformation:
Lessons Learned for a Department of Homeland Security and Other Federal Agencies,
GAO-03-293SP (Washington, D.C.: Nov. 14, 2002).
sSee U.S. General Accounting Office, Results-Oriented Cultures: Creating a Clear Linkage
between Individual Performance and Organizational Success, GAO-03-488 (Washington,
D.C.: Mar. 14, 2003).GAO-03-759T FBI Reorganization
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United States. General Accounting Office. FBI Reorganization: Progress Made in Efforts to Transform, but Major Challenges Continue, text, June 18, 2003; Washington D.C.. (https://digital.library.unt.edu/ark:/67531/metadc289564/m1/5/: accessed March 28, 2024), University of North Texas Libraries, UNT Digital Library, https://digital.library.unt.edu; crediting UNT Libraries Government Documents Department.