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Home >> Why Scalar >> Case Studies >> Organization Assessment and Transformation at the Space and Missile Systems Center

Organization Assessment and Transformation at the Space and Missile Systems Center


Scalar Market Research aims to provide real-time data and consulting services to clients around the world. The following case study showcases how we work with our clients across a range of issues to deliver an impactful advantage.

The Client Challenge

The labor strategies implemented by the Center over the past decade had significantly affected workforce composition. Many more experienced employees had either left or were leaving, and those taking their place, while certainly at the lower end of the salary range, lacked both institutional and technical knowledge. In addition, of the enormous number of tasks performed by Center employees, many appeared to be of relatively low value.  Scalar was brought in to assess the Center’s operational efficiency, workforce skills, and behaviors, and to identify opportunities for redeploying people to higher-value activities.


The purpose of the organizational assessment was to establish a rationale for driving a workforce transformation. Because the Center operated in an extremely resource-constrained environment, leaders were especially interested in identifying opportunities to increase employee efficiency. We established a war room to keep communication flowing, maintain transparency of projects’ progress, and manage the volume of activities and stakeholders. The assessment was divided into several phases:

  • Activity value analysis
  • Capability building assessment
  • Process analysis


Through the assessment, we identified several high-value opportunities for increasing the Center’s efficiency. For example, we uncovered the fact that employees spent a large percentage of their time on low-impact activities. By shifting these activities to lower-cost employees, the Center could achieve significant savings. Armed with a solid understanding of the skills needed to accomplish each activity, the Center was now in a position to close skill and behavioral gaps and improve functional competency through the right training. In turn, this could improve the retention rate of high-value employees.

Perhaps even more important, Center leaders now had a clear view of how much variability existed across key process, especially in the acquisitions area. By using best practices, they could reduce cycle time; use fewer resources, and lower contract budgets.




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