It is all about value. All employees in an organization use processes and technology (tools / equipment) to either sustain the organization, grow the organization and transform it and thereby create value, maintain it and leverage it.
A commander at any level - langar cdr, kot cdr, coy cdr, etc has to justify what value is he contributing. Thus a kot cdr who ensures that the number of defects in annual inspection are the same every year is only preserving the value. If the kot cdr reduces the number of defects then he is creating value. If he invents a machine that mimics a pull through action it is value transformation as it reduces the manpower required to clean the weapon. The manpower saved can be used for other value creation jobs. The analogy holds good for a workshop coy cdr too.
Suggestion 1 - Have every officer, JCO write down and openly present in a forum what value he is preserving, what he plans to do for value creation and what he intends to do for transforming the organization.
And this value indicator should be used to judge during an appraisal process. Just doing what was been done is value preservation and hence shouldbe graded a 6 or 7. Value creation is 8 and value transformation is 9.
Example
Creating of a training methodology for recruits that has a 10X effect in physical fitness, firing skills, drill posture, etc is value transformation.
Use of lawn cutters working on gas that does the work of 10 guys in one hour is value transformation.
I hope this makes sense. A soldier standing on night guard duty is preserving value which is good. But as a cdr, one needs to create value also.
And as a CO what value equation are you presenting to your unit?
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