Given the chance can you increase the opperational effeciency of an organization?

I agree with the basic principles of your post, sir. All of the qualities you listed are certainly valuable to an organization. I would like to add that for veterans seeking employment outside of the military, they must be able to communicate more than the qualities at play and delve deeper into demonstrating a thorough understanding of the underlying processes involved in various organization objectives. Many employers would say that the traits you listed are just that... They are personal adjectives, and do little to demonstrate what you can actually DO. To get a foot in the door and demonstrate functional value that sets a high expectation for return on investment, veterans should be able to communicate examples of HOW they have directly influenced organizational efficiency through their ACTIONS. For this example, I'd like to add that Increasing organizational efficiency is intrinsically tied to the need for implementing change. Therefore, some additional key components of increasing organizational efficiency are directly tied to understanding the change management process. The following items should help veterans put together a story board of sorts that can guide the discussion around organization efficiency and change management endeavors.

1. The ability to secure stakeholder buy-in. Making the case for change and gaining alignment of leadership figures throughout the organization is pivotal. Can you effectively network with and communicate to decision makers? How have you done this in the past?
2. Creating advocates for change in the organization at the operational level (usually involving changing opinions and long held beliefs of middle management). It's one thing to rub elbows with executives, but can you influence long sitting leadership figures? Think of that crusty First Sergeant, or even down to the salty Corporal... These guys don't care about efficiency as much as tradition. Can you demonstrate how change, while it may involve some initial extra work will lead to a better organization after the fact?
3. Designing and delivering an effective communications and outreach package can aid in creating the alignment and advocacy for change mentioned on the two points above. The military does this by having tools and acronyms for just about everything... Leadership Traits, Principles, BAMCIS, OODA, SMEAC... Understand what the culture is at your organization and determine what employees listen to and embrace, then drive it home.
4. Enact change by training catalyst figures in the organization first (these people may not be "management" but are leaders amongst their peers... Influencers). Ever heard of Train-the-Trainer? Of course you have. This idea is similar to that. The people that you know are respected by their peers should be identified for first round trainings and pilot programs. Gaining their involvement early on will ensure that as problems and confusion arise during the process, these figures are sitting right with their peers to answer questions an demonstrate the appropriate recourse. They should also be empowered to communicate whatever observations they are seeing on the ground.

Thank you for your service and your post.

Semper Fi

Good post, sir. I would add LOYALTY, which you seem to cover under DEDICATION.

People are people, and there will be good and not-so-good vets leaving the military and entering the civilian workforce, but on the whole, most veterans will possess and display all or at least most of the characteristics you listed, and probably more.

That's an excellent point about the ability of military personnel being able to adapt and learn quickly. That's a basic requirement of military life, something we're taught from day one of training and throughout an entire career of PCS moves, new jobs, deployments, and the like.