BEST DEFENSE..., THE

Training & Development, May 2008 by Seebert, Nancy

THE BEST DEFENSE... Leading a Learning Revolution: The Story Behind Defense Acquisition University's Reinvention of Training By Frank J. Andersen, Christopher R. Hardy, and Jeffrey Leeson (Pfeiffer, 320 pp., $40)

Reviewed by Nancy Seebert

***

This book is the first-hand account of a major "revolution" that occurred within the Department of Defense training division across a six-year period, and two of the authors are the ones who actually led that transformation. Frank J. Anderson is president of the Defense Acquisition University (DAU), while Christopher Hardy is the DAU strategic planner.

Their main driver? Performance.

The DAU was transformed from a one-dimensional training organization focused on one-dimensional training, into a multidimensional corporate university that won the 2004 BEST award from ASTD. And Anderson, due to this triumph, was also named 2004 Chief Learning Officer of the Year, and 2006 Leader of the Year by the Corporate University Best-in-Class Awards.

The book begins with a clear statement of intent: "By following the simple process and best practices in this book, you can either improve or transform nearly every important facet of an existing learning enterprise."

DAU is a government training institution for the 128,000 civilian members of the Department of Defense Acquisition, Technology and Logistics workforce. They describe their mission as providing practitioners with "training, career management, and services to enable the Acquisition, Technology and Logistics community to make smart business decisions and deliver timely and affordable capabilities to the warfighters."

What a mission! The U.S. federal government is "the single largest purchaser of goods and services in the world," spending upwards of $279 billion per year. We may recall the cost overruns and media information about $800 toilets and $400 hammers in the 1980s. At that time, there were major variations in policies and procedures, including education and training. As a result, there was a great deal of ambiguity on oversight, management, and training.

Throughout a longer than six-year period, Anderson restructured the DAU into a unified institution with one leader and a direct line of authority.

They used a corporate university framework and centralized most functions at the four major sites around the country. They looked at all aspects of training and increased web training from 627 students in 1998, to 77,582 in 2006. In addition, they developed new performance support tools and added a career management function that decreased turnover dramatically.

"Alignment is the single most important action a learning enterprise should take to optimize performance," according to the authors. "If there's one thing to gain from this book, it is a thorough understanding of alignment." One of the most profound statements for me is when the authors write, "The main thing is not what the university values. The main thing is what our customers, our stakeholders, and our leadership value."

Another major point discussed is the importance of having an individual who understands the business side. Sheer knowledge of adult learning, training and development, and so forth is not enough if one wants success.

Each section is divided by process steps that build on each other, and the narrative writing style makes each point easy to follow. Additionally, at the end of each chapter, there is a bulleted "key takeaway" list.

Appendices include a detailed DAU performance plan with objectives, targets, and accountabilities. There is also a document detailing the performance plan results for 2006.

The book provides an abundance of information. Included is a list of organizations with whom DAU benchmarked before transforming, which will be helpful to any organization, large or small. The autiiors explain how web-enabled architecture can be implemented, as well as how to effectively measure and evaluate performance to demonstrate the return-on-investment and success of the project.

The book could be a little less lengthy and incorporate fewer acronyms. And it also could have gone a little deeper into how to apply their work to nongovernment and smaller organizations. Many of the opportunities available to an organization with a multibillion-dollar budget do not translate. The text does, however, offer a good framework for all.

I give this three cups of coffee.

"Alignment is the single most important action a learning enterprise should take to optimize performance. If there's one thing to gain from this book, it is a thorough understanding of alignment."

Nancy Seebert is program manager for Workforce Development for Providence Health and Services in Portland, Oregon, is on the ASTD Cascadia Board of Directors, and is a member of the ASTD Chapter Recognition Committee; Nancy.Seebert@ providence.org.