makers ( e . g ., the SA , CSA , USA , and VCSA ) and action officers or individual contributors at echelons seven and below ( see figure 2 ).
The larger the number of echelons or layers in an organization , the more diluted reporting chains became , preventing the full employment of top talent . 8 As indicated in figure 3 ( on page 19 ), BCG ’ s findings from other large organizations showing the increase of time and degradation of message clarity as the number of echelons or levels increase . BCG also found approximately 50 percent of colonels and GS-15 – level civilians reported to someone of the same grade , and many general officers ( GOs ) and their civilian counterparts , senior executive service ( SES ) leaders , had little or no supervisory responsibilities . They also found that 23 percent of colonels and GS-15s were buried deeper than echelon five within most organizations . The use of additional echelons created shadow reporting chains through the extensive use of deputies deep within organizations , which further confused and lengthened the decision-making processes . Based on this initial review and the developed redesign principles , the USA and VCSA began the “ structure and design the organization ” phase to change HQDA and FOAs through a methodical de-layering approach , seeking to “ flatten ” organizations to gain efficiencies .
Echelon 1 : Secretary of the Army , chief of staff of the Army , under secretary of the Army , vice chief of staff of the Army
Echelon 2 : Three-star equivalent principal
Kotter ’ s 8-Step Process
Kotter International ’ s “ 8-Step Process for Leading [ Organizational ] Change ” serves as our comparative model because it provides an authoritative , structured outline with stated goals , and it is a prime example of business redesign best practices . It shares two fundamental goals with the HQDA Comprehensive Review : to decrease operating costs through
Echelon 3 : Two and one-star equivalent directors Echelon 4 : One-star and O-6 / GS-15 equivalent directors
Echelon 5 : O-6 / 5 and GS-15 / 14 equivalent section leaders Echelon 6 : O-4 / 3 and GS-14 and below action officers
Echelon 7 and below : action officers
( Graphic by authors )
Figure 2 . Initial Department of the Army Echelons with Rank and Duty Responsibilities ( Examples )
personnel-authorization reductions and to create more effective and efficient functional processes . Kotter ’ s 8-Step Process follows : 1 . Create a sense of urgency for change that appeals to the organization , and identifies and communicates the need and what is at stake for success or failure .
2 . Build a guiding coalition from within that can guide , coordinate , and communicate their activities during the change .
3 . Form a strategic vision and initiatives that use coordinated activities to make the “ to-be ” vision a reality . 4 . Enlist a volunteer army that communicates and works to make the change occur .
5 . Enable action by removing barriers or obstacles by allowing employees to remove inefficient processes or hierarchies from across boundaries and create an impact .
6 . Generate short-term wins that track and communicate progress and energize the volunteers to drive change .
7 . Sustain acceleration . Leaders must adapt quickly , determine what can be done , and build on the change toward the vision .
8 . Institute change through new behaviors , and define and communicate the connections between the behaviors and the organization ’ s success . 9
18 January-February 2017
MILITARY REVIEW