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<p>The past four Commandants of the Marine Corps have published their  intent (Appendix A) to adopt better business practices and transform business  processes. The compelling urgency to ensure the Corps achieves optimal  performance from its limited resources is supported by protracted global  commitments, increasing labor and technology costs, and lawmaker and  taxpayer demands for fiscal prudence.  The Department of Defense, Department of the Navy, and the Marine  Corps have adopted Continuous Process Improvement (CPI) programs to foster  a culture of ongoing business transformation and process improvement. CPI  techniques such as Value Stream Analysis and Lean Six Sigma are being  employed at a growing pace to improve processes and redirect savings towards  core capabilities.  Workforce optimization is central to the success of these efforts.  Personnel productivity can be measured using knowledge as a common metric to  determine value. Knowledge assets include people and the Information  Technology systems that improve their abilities to perform their work.  The Knowledge Value Added (KVA) methodology calculates Return on  Knowledge (ROK) and utilization rates of knowledge assets. A case study is  explored which uses KVA to measure ROK and utilization rates as a means to  monitor and set benchmarks for optimal organizational performance in support of  CPI programs.
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<br>Subjects: Knowledge management; United States; Corporate culture; Organizational effectiveness; Intellectual capital; Management; Personnel management</div>
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LaRocca, Scott H.</div>
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