Knowledge Transfer Loss in a Base Realignment and Closure (BRAC) Environment: A Positive or Negative Acquisition Paradigm Shift
Abstract
This study researched the impact of the decision to relocate a large Army Acquisition Workforce from one state to another, and focused on the knowledge transfer from the original New Jersey-based workforce (Fort Monmouth) circa 2005 to the current Maryland-based workforce (Aberdeen Proving Ground) post-2011. Both professional and personal life-changing transitional impacts were considered. The study is based on a single acquisition domain (Army Command, Control, Communications, Computer, Intelligence, Surveillance, and Reconnaissance, or C4ISR), but its implications may be applied by leaders universally to other acquisition organizations considering or being considered for major relocations. Specifically, the study researched the knowledge transfer process that occurred in the Base Realignment and Closure 2005-2011 relocation of the Army C4ISR workforce; the resultant demographic changes imposed on it through the loss of significant numbers of experienced personnel; and the infusion of new talent, ranging from young graduates fresh out of college with no professional experience through former military personnel with no electronics training and/or acquisition background. The study also touched on the impact of generational mindset shifts due to the loss of a large percentage of more mature/seasoned workers and the equivalent gain presented by a much younger workforce. It included differences in expectations, social dynamics, and work ethic -- and how these factors appear to impact the organization's ability to support its customer. It also addressed interactions with Army C4ISR sister organizations and the Army community.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 01, 2012
- Accession Number
- ADA563287
Entities
People
- Stanley M. Niemiec
Organizations
- Defense Acquisition University