Organizational Transformation and Change - Selected Case Studies

National Geospatial-Intelligence Agency (NGA)

Client Objective: The National Geospatial-Intelligence Agency (NGA) was formed in 1996, as the National Imagery and Mapping Agency (NIMA) with the goal of bringing together the different mapping and imagery functions across the government and combine them into a single agency.  In response to this new authority, NGA initiated a far-reaching effort to re-think its human resource policies, systems, and practices. Creating a single, unified personnel system that was innovative, flexible, and performance-oriented is an important tool for achieving the organizational changes they were envisioning.  Specifically, they were interested in building a more unified NGA culture and organization.

FMP Approach: A single system was the first step and FMP helped NGA design and build that system.  The internal design teams had members from each of the legacy organizations. During those meetings, cultural and organizational differences collided, sometimes with spectacular results.  CIA employees argued strongly for the person-based approach they had at the Agency.  Defense Mapping employees often noted the dual importance of employee rights and responsibilities.  FMP facilitated these meetings; identifying differences, exploring issues and hammering out compromises.  The end result was a personnel system uniquely suited to the NGA community. 

FMP worked with NGA to communicate with supervisors and the workforce about this new system, stressing its unified nature and the importance of a single NGA community.  FMP worked closely with HR experts to develop a set of NGA-specific occupations and work roles.  These classification tools not only identified the current work of NGA’s various employees; it also identified a new, integrated type of work role: Geospatial Analysts.  These roles bridged the gap between different kinds of employees and identified a way forward for the organization. 

Results: Over the past ten years, NGA has clearly established its own culture.  Individuals may acknowledge legacy affiliations but their culture and perspective is uniquely NGA.  The key was combining a clear vision with tools and systems that could be used to make that system a reality.  As NGA grows and changes, the leadership now talks about preserving the best of NGA’s culture and values.

National Science Foundation (NSF)

Client Objective: The National Science Foundation (NSF) needed support as they migrated to a more customer-focused service delivery model.

FMP Approach: The National Science Foundation contracted with FMP to design, develop and implement a more effective HR customer service model.  FMP carried out the following steps:

• Conducted an analysis of the current organizational structure, collected and analyzed survey and interview data from within HRM and from key stakeholders throughout NSF to identify expectations and necessary improvements. 
• Identified various structures and scenarios that would enable the HR organization to take on a more consultative and strategic role and to provide improved service to their customers.
• Developed communication and change management activities for implementing the new model, and an evaluation plan for assessing the impact.
• Supported the implementation of Customer Account Representatives (CARs) to serve as the HR point of contact for line managers.  Defined roles and responsibilities, developed and delivered training, standard operating procedures, job aids and other documentation needed to support this new delivery model, and implemented a new web-based knowledge sharing tool.
• Helped the organization improve mechanisms for communicating with their customers by developing a website for managers with documentation of key HR processes (e.g., recruiting) along with relevant timelines and planning tools.

Results: NSF’s HR division has experienced significant improvements to their productivity as well as their relationships with their customers.  They have reduced the time it takes to process internal actions, have been able to handle more requests, and have received positive feedback from their customers on the quality and frequency of communication and support they now provide.