Our-army-at-war-relevant-

Our Army at War – Relevant and Ready… Today and Tomorrow

A Game Plan for Advancing Army Objectives in FY05 and Beyond: Thinking Strategically

COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

1

Why a Game Plan? •

Situation: ➨ The Army has a great deal of requirements prescribed by National, Defense, Combatant Command, and Joint directives. ➨ We have clear strategic direction developed during the past year.  A well articulated, well managed Army Campaign Plan.  Numerous authoritative documents that communicate intent.  Several key papers by leaders (e.g., Adapt or Die and Serving a Nation at War).

➨ We have several key documents in various stages of development:  The Army Plan (i.e.., Section I -- Army Strategic Planning Guidance (ASPG))  Program Objective Memorandum 06-11  The FY 06 Legislative Agenda (DRAFT)  Army Strategic Communications Plan (DRAFT)

•

Mission: ➨ We have a mission of deadly importance … ➨ A unique opportunity to get it right …

COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

2

What is its Purpose? • •

Reaffirm our overarching strategic goal and broad strategic direction.

•

Stimulate thinking, initiative, and creativity with respect to the application of strategic leadership to deal with key challenges we face.

•

Provide a context to focus our strategic communications to achieve the following effects:

Provide a common perspective of our operating environment, in terms of challenges, uncertainties, and opportunities.

➨ Externally … to maintain support for our programs. ➨ Internally … to address the concerns of Soldiers, families, and the civilian workforce and explain why and how the Army is changing.

•

Add impetus to our ongoing efforts to change our culture … to reflect the realities of our new operating context. A/SA, 2 September: “make it compelling … focus on big ideas … big challenges … “

COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

3

CSA Guidance: How To Make It Most Useful

•

Key Ideas: ➨ Get in everyone's mind what the purpose of the document is ... ➨ Focus on genuinely strategic issues … ➨ Stay broad ... people want certainty ... don't make promises you can't deliver ... ➨ Create realistic expectations that match our operating environment … ➨ Emphasize the importance of changing culture …

•

Culture: ➨ Need to reinforce role of leadership and adaptability … ➨ Need to unleash initiative … ➨ Need to increase tolerance of ambiguity, uncertainty ... ➨ Change frame of reference ... move beyond Task, Conditions, and Standards … ➨ Must reinforce development of a wartime mindset …

CSA, 2 September: “to articulate intent … and ensure unity of effort in achieving that intent …” COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

4

How Does the Game Plan Reinforce Key Strategic Documents? Army Strategic Planning Guidance (ASPG): Next 10-20 Years FOCUS: CLARIFYING CURRENT AND FUTURE STRATEGIC CAPABILITIES

Army Campaign Plan (ACP): Next 10 Years FOCUS: TRANSFORMING TO CREATE A JOINT AND EXPEDITIONARY ARMY . . . NOW

Game Plan: Next 1-2 Years FOCUS: REINFORCING INTENT, UNIFYING EFFORT, CLARIFYING LEADER ROLES … AND CHANGING CULTURE (SEIZING THE INITIATIVE TO EXPLOIT “WINDOW OF OPPORTUNITY.”)

REINFORCING ASPG and ACP

• REAFFIRMS AND REINFORCES STRATEGIC DIRECTION AND MOMENTUM.

• HIGHLIGHTS PROGRESS TO DATE. • ARTICULATES STRATEGIC COMMUNICATIONS AND

RESOURCING GOALS TO ENABLE: −ACHIEVING OBJECTIVES OF THE ACP IN THE “WINDOW OF OPPORTUNITY.” − ACHIEVING GOALS OF ASPG OVER LONGER TIME FRAME. • PROMOTES BETTER UNDERSTANDING BY INTEGRATING NUMEROUS KEY STRATEGIC DOCUMENTS INTO ONE. • HIGHLIGHTS THE ROLE THAT LEADERS PLAY TO “LEAD CHANGE AND MANAGE COMPLEXITY.”

Unify effort , clarify leader roles, exploit window of opportunity and change culture. COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

5

“Our Army At War -- Relevant and Ready … Today and Tomorrow” A Persistent State of Conflict Will Endure The Army has an Unprecedented Window of Opportunity to Reshape the Force WINDOW OF OPPORTUNITY

CAPABILITIES

We are Transforming Now – We are on the Right Course to Reshape the Force

GL OB S AL US CO TA MM IN ITM EN TS

 RELEVANT

∞

 READY

We Have Built Tremendous Momentum and Support for Our Programs

RM FO

04

05

06

07

??

FUTURE FORCE

MY AR

21st CENTURY

S AN TR

…

Strategic Goal: Relevant and Ready … Today and Tomorrow

TIME

Intent: Seize the Initiative: Leadership Drives Change

Reinforce Our Centerpiece: Centerpiece:

Slide 18

Tell the Army Story Effectively

Resource the Force

Soldiers Soldiers as as Warriors Warriors • Soldiers are the Army • Our Nation is relying on Soldiers

Assessment

• Supporting GWOT aggressively • Soldier conduct must reflect Army Values (detainee abuse,

• Informing the Nation is our obligation – a key responsibility

• Sustained operations are our

• Effective strategic engagement

• Must resource for today’s and

required to inform stakeholders • “One Message—Many Voices” • Critical outcomes:

tomorrow’s issues: - Sustain Full Scope of Global Commitments (GWOT is a Subset)

larceny, and unsafe actions will

- Recruit and Retain Quality Soldiers

- Transform the Army

alienate stakeholders)

- Maintain Public Support

- Enhance Well-being

- Resource the Army

Leader Priorities

new norm – protracted conflict

• Reinforce Army Values

• Foster “culture of engagement”

• Emphasize Warrior Ethos

• Prepare people to tell the story

• Adapt training to reflect COE

• Develop Strategic

• Balance training and education: “what to think” vs.“how to think”

Communications, Command Information, and Congressional Engagement plans

• POM focus: Core Competencies • Be able to discuss POM • Articulate capabilities and needs • Communicate need for balance • Promote education and career progression opportunities • Must leverage “window of opportunity” to change

Maintain Viability of All-Volunteer Force

Change Army Culture to Reflect New Realities

Articulate Strategic Adapt the Rationale for Institutional Army Future Capabilities

• Must preserve viability

• Must embrace innovation

• Must continue to emphasize

• Incorporating new manning

• Creating Joint and

concepts • Rebalancing size and capabilities of components • Must leverage contributions of civilian workforce

• Meet recruiting and retention goals • Care for Soldiers, civilians, and families – and communicate well-being and installation enhancement programs • Enhance safety programs • Manage complexity; Lead change

Expeditionary mindset • Inculcating Warrior Ethos • Building resiliency to uncertainty – to operate better

Army contributions to Joint Team • Create joint interdependence • Leverage every potential tool

recommended in ACP • Support needs of force

• Collaborate to develop

• Create culture of innovation

Joint solutions

in zones of discomfort

• See opportunities

• Understand joint, expeditionary

• Build relationships

implications today and tomorrow

Ethos (Creed and Values) • Promote Soldier-family resiliency

• Draft plan with clear vision • Produce and begin to execute plan in FY 05

• Reinforce culture of innovation

• Reinforce all parts of Warrior

• Not business as usual; must support a Joint and expeditionary Army • Must assess changes

• Provide advice effectively

• Understand essentiality of this critical task • Counter resistance to change • Develop institutional programs

• Develop Joint Ops Concept

to influence innovation and

• Participate as senior leaders

cultural change

in assessments and studies

Focusing Effort: - Amidst adversity, a range of opportunities is clearly evident. We must capitalize on these opportunities in the strategy development and resourcing processes. - Strengthen relationships and communication with other Services, Congress, the American public, and our primary customers: the Combatant Commanders and the Joint Team. Managing Sources of Risk: - Risks do exist in this strategic environment, especially with regard to an uncooperative and adaptive enemy, finite resources, and our pace of operations. - Clearly, if we lose support for resourcing our programs, or must deploy organizations unexpectedly, we will have to adjust the path of our restructuring. Creating the Future:

- Our Nation and our Army are engaged in a protracted Global War on Terrorism. • How can we apply the lessons we have learned, at all levels, to improve performance? • What decisions could we have made earlier? • What should we be thinking about now?

will remain relevant and ready by providing the Joint Force with essential capabilities to dominate across the full range of military operations. COLThe MarkArmy D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

6

Focusing Effort

Phase II: SecureFY05 Near-Term Resources Phase III: Reaffirm Strategic Direction Phase I: Empower Messengers FY04 FY06 and Requirem

4QTR J

A

1QTR S

O

2QTR

N

D

J

F

3QTR M

A

4QTR

M

J

J

A

1QTR S

O

N

2QTR D

J

F

M

BRAC

Political

DNC RNC

Inauguration State of the Election Day Union

CPG POM 06-11 SLRG

OSD

F

PB to Congress

G

PGM/Bud. Review Rpt OSD (PA&E)`

Program Report OSD (PA&E)

Strategic Transformation Appraisals (OFT)

DPG Update

H

Posture Hearings

• Army Green Book

Budget Deliberations

• Retired 4-Star SPG Conference I

MID 09-13 Begins

CPG • Commanders’ Conference and Active 4-Star Conference QDR Report

QDR

NDS (Annual Report) JSCP

Empower Messengers

NSS?

NMS?

MID 09-13 Begins

• AUSA Annual Convention –

JPG

Joint Staff

Army A

Secure Near-Term QDRResources Report

QDR

06-11 POM/BES

SPG 06-11

ASPG (G3)

POM/BES to OSD (G8)

APPG (G8)

• Army Posture Statement

MID 09-13 Begins

E

• President’s Budget to Congress

Army Posture Statement (DAS)

• Posture Hearings

APGM (G3)

Army Green Book

QDR Report • Budget Deliberations

QDR

ACP Major Muscle Moves

DP 25

DP 23

DP 33

COCOM Conference

Conferences B

Eisenhower Conference Retired 4-star Conference

Studies

C D

DP 34

DP 24

DP 22

DP 27

DP 19

DP 31

DP 35

DP 36

DP 31

Army Commander’s Conference

Army Commander’s Conference 4 Star Conference

4 Star Conference AUSA Annual Conference

DP 16

DP20

Reaffirm Strategic Direction DP 21 • QDR • Other?

AUSA Symposium SPG Studies: Strategic Lift

SPG DP: Homeland Defense Strategy

SPG DP: Joint Operations Concept

SPG Study: Operational Availability 05

STRATCOMS COL Mark D.

The Army Family

Key Defense Industry Partners Critical Policy and Resource Key Employers of Army Decision Makers Reserve & National Guard Soldiers Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

7

Managing Sources of Risk • •

Tension between preparing for the future and meeting the demands of the present, with finite resources, requires the Army to balance the risk. The pace of operations, in an uncertain environment, is creating distinct challenges that require careful management to sustain our ability to achieve our strategic requirements. ➨Supplemental support required to continue Army Transformation while winning Global War on Terrorism. Reduction or end of this funding would have significant implications for procurement and soldier programs. ➨The operational fleet’s condition and age affecting current readiness. Increased depot repair and recapitalization will be required to ensure our fleet is maintained and fully capable. ➨The Army is focusing resources on promising technologies and rapidly spiraling these into the current force to enhance their capabilities. Our investment accounts may require additional funding to maintain technological overmatch and ensure the development and fielding of the Future Force. ➨Global Posture and Base Realignment and Closure related initiatives have not been programmed. Army will need $2.7B in Departmental assistance to comply with these decisions.

•

Identifying and mitigating risks associated with fulfilling current and future strategic commitments, will ensure the Army remains relevant COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

8

Creating the Future • •

We have an ambitious task ahead.

•

We must leverage this period of increased activity, operations, and examination of basing alternatives – the window of opportunity that has emerged – to build a campaign quality Army with joint and expeditionary capabilities now, while sustaining operational support to combatant commanders, and maintaining the quality of the All-Volunteer force.

•

As busy as we are today, we must continue to focus on tomorrow. We must challenge our institutional practices by asking two key questions.

Success requires us to exploit the strategic opportunity that has been placed before us.

➨First, armed with the knowledge we have about our recent experiences, “What decisions could we have made sooner?” ➨Second, and of far greater importance, “As you anticipate the challenges that derive from our Title 10 and Title 32 responsibilities, “What should we be working on now?”

COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

9

Bottom Line • Strategic Goal:

The Army will remain relevant and ready by providing the Joint Force with essential capabilities to dominate across the full range of military operations.

• Role of Leadership:

To add impetus to our ongoing efforts to change our culture to reflect the realities of our new operating context.

• Key Tasks: ➨ Communicate our messages to those whom we serve – promote understanding of why and how we are changing and relieve stress during a period of intense operational activity and profound transformational change. ➨ Foster a culture that embraces innovation; adopts a joint, expeditionary mindset; reinforces the Warrior Ethos; and promotes a sense of resiliency. “As we assess Army Transformation, our progress in changing our culture – to reflect the realities of our operating context – will be a true measure of our success …” COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

10

Our Army at War – Relevant and Ready… Today and Tomorrow

A Game Plan for Advancing Army Objectives in FY05 and Beyond: Thinking Strategically

COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

11

Backup Slides

COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

12

Applying the Strategic Framework Strategic Environment  What are the known, unknown, and presumed events that create the context in which you are operating?  How do these events create opportunities and pose possible threats to the vision – translated into your

goals, objectives, or ends – that you are trying to achieve?

Ends  What are you trying to achieve? What is your strategic focus?  What are the goals you want to achieve (across the POM period and beyond) and the objectives (to be

accomplished in FY 05) that derive from this focus?

Ways  How do you want your leaders to focus their individual and collective efforts to achieve the organization’s

goals and objectives?

Means  What opportunities do you have to focus the individual and collective efforts of your leaders to achieve the

organization’s goals and objectives?

Risk  Think of risk as the probability of failing to achieve desired objectives … the greater the probability of

failure… the greater the risk …  What could cause a failure to achieve your objectives? How do you mitigate the risks you identify? COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

13

Strategic Environment Known Events:

FY04

FY05

J

A

1QTR S

O

D

J

F

3QTR M



Resourcing processes (FY 05, Supplemental Funding, and FY 06) will continue



Strategy processes and studies



QDR



BRAC 05 scheduled



Other?

Unknown Events: 

Success in achieving war aims? Commitment levels? Other theater requirements?



Continued support for current and future use of Supplemental Appropriations?



Status of BRAC 05 Wedge? Claimants for funding? Legislative support for mobilization, manning, etc.?

FY06

2QTR

N

War will continue

CLOSEHOLD

Strategic Environment 4QTR



A

M

4QTR J

J

A

1QTR S

O

N

2QTR D

J

F

M

BRAC

Political

DNC RNC CPG POM 06-11 SLRG

OSD

Election Day

PB to Congress

Inauguration State of the Union

PGM/Bud. Review Rpt OSD (PA&E)`

Program Report OSD (PA&E)

Strategic Transformation Appraisals (OFT)

DPG Update MID 09-13 Begins NDS (Annual Report)

JSCP

NSS?

Posture Hearings

Budget Deliberations SPG CPG QDR

QDR Report NMS?

MID 09-13 Begins

JPG



Joint Staff QDR

06-11 POM/BES

SPG 06-11

Army

POM/BES to OSD (G8) Army Green Book

ASPG (G3)

MID 09-13 Begins

APPG (G8)

DP 25

DP 23

DP 24

DP 22

DP 33

DP 27

DP 19

DP 31

DP 35

DP 36

DP 31

Army Commander’s Conference

Army Commander’s Conference 4 Star Conference

COCOM Conference

Conferences

Eisenhower Conference Retired 4-star Conference

DP 34

4 Star Conference AUSA Annual Conference

Studies

 

Other? Wild Cards?

Army Posture Statement (DAS)

APGM (G3) QDR

ACP Major Muscle Moves

Continuity of Defense and Joint agenda? How will they be aligned? Scope and scale of QDR?



QDR Report

QDR Report DP 16

DP20 DP 21

AUSA Symposium SPG Studies: Strategic Lift

SPG DP: Homeland Defense Strategy

SPG DP: Joint Operations Concept

SPG Study: Operational Availability 05

STRATCOMS CLOSEHOLD

The Army Family Critical Policy and Resource Decision Makers

Key Defense Industry Partners Key Employers of Army Reserve and Guard Soldiers

10

Presumptions: OPTEMPO/PERSTEMPO will continue at current levels for 3-5 years minimum Current support for supplemental funding use will continue  “Set” costs will be borne by supplemental  Stationing costs to support modularity will be borne by supplemental  IGPBS costs will be borne by BRAC Wedge?  Will retain the ability to influence Soldiers and families in a manner to affect recruiting, retention, and morale in a positive manner  Other? COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005 



14

Strategic Environment:

Context for Focusing Organizational Energy FY04

FY05

4QTR J

A

1QTR S

O

FY06

2QTR

N

D

J

F

3QTR M

A

M

4QTR J

J

A

1QTR S

O

N

2QTR D

J

F

M

BRAC

Political

DNC RNC CPG POM 06-11 SLRG

OSD

PB to Congress

Inauguration State of the Election Day Union

NSS?

Posture Hearings

PGM/Bud. Review Rpt OSD (PA&E)`

Program Report OSD (PA&E)

Strategic Transformation Appraisals (OFT)

DPG Update

SPG CPG

MID 09-13 Begins

QDR

NDS (Annual Report) JSCP

Budget Deliberations

QDR Report NMS?

MID 09-13 Begins

JPG

Joint Staff QDR

06-11 POM/BES

Army

SPG 06-11

ASPG (G3)

POM/BES to OSD (G8)

APPG (G8)

Army Green Book

QDR Report

MID 09-13 Begins

Army Posture Statement (DAS)

APGM (G8) QDR

ACP Major Muscle Moves

DP 25

DP 23

DP 33

COCOM Conference

Conferences

Eisenhower Conference Retired 4-star Conference

DP 34

DP 24

DP 22

DP 27

DP 19

DP 31

DP 35

DP 36

DP 31

Army Commander’s Conference

Army Commander’s Conference 4 Star Conference

4 Star Conference AUSA Annual Conference

Studies

QDR Report DP 16

DP20 DP 21

AUSA Symposium SPG Studies: Strategic Lift

SPG DP: Homeland Defense Strategy

SPG DP: Joint Operations Concept

SPG Study: Operational Availability 05

STRATCOMS COL Mark D.

The Army Family

Key Defense Industry Partners Critical Policy and Resource Key Employers of Army Decision Makers Reserve and Guard Soldiers Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

15

Our Overarching Strategic Goal

The Army will remain relevant and ready by providing the Joint Force with essential capabilities to dominate across the full range of military operations.

COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

16

The Key Question How do we “integrate, coordinate, and synchronize” the actions of senior Army leaders to achieve established goals, objectives, and requirements? ➨

What are our priorities?

➨ How do we best focus the time, energy, and creativity of our leaders?

COL Mark D. Rocke/DACS-ZDV-EOH/[email protected]/703-697-3920/28October2005

17

Reinforce Our Centerpiece: Soldiers as Warriors • Soldiers are the Army • Our Nation is relying on Soldiers • Supporting GWOT aggressively • Soldier conduct must reflect Army Values (detainee abuse, larceny, and unsafe actions will alienate stakeholders) • Reinforce Army Values • Emphasize Warrior Ethos • Adapt training to reflect COE • Balance training and education: “what to think” vs.“how to think”

Tell the Army Story Effectively • Informing the Nation is our obligation – a key responsibility • Effective strategic engagement required to inform stakeholders • “One Message—Many Voices” • Critical outcomes: - Recruit and Retain Quality Soldiers - Maintain Public Support - Resource the Army

• Foster “culture of engagement” • Prepare people to tell the story • Develop Strategic Communications, Command Information, and Congressional Engagement plans

Resource the Force • Sustained operations are our new norm – protracted conflict • Must resource for today’s and tomorrow’s issues: - Sustain Full Scope of Global Commitments (GWOT is a Subset) - Transform the Army - Enhance Well-being

• POM focus: Core Competencies • Be able to discuss POM • Articulate capabilities and needs • Communicate need for balance • Promote education and career progression opportunities • Must leverage “window of opportunity” to change

Maintain Viability of All-Volunteer Force • Must preserve viability • Incorporating new manning concepts • Rebalancing size and capabilities of components • Must leverage contributions of civilian workforce • Meet recruiting and retention goals • Care for Soldiers, civilians, and families – and communicate well-being and installation enhancement programs • Enhance safety programs • Manage complexity; Lead change

Change Army Culture to Reflect New Realities • Must embrace innovation • Creating Joint and Expeditionary mindset • Inculcating Warrior Ethos • Building resiliency to uncertainty – to operate better in zones of discomfort • Reinforce culture of innovation • Understand joint, expeditionary implications today and tomorrow • Reinforce all parts of Warrior Ethos (Creed and Values) • Promote Soldier-family resiliency

Articulate Strategic Rationale for Future Capabilities • Must continue to emphasize Army contributions to Joint Team • Create joint interdependence • Leverage every potential tool • Collaborate to develop Joint solutions • See opportunities • Build relationships • Provide advice effectively • Develop Joint Ops Concept • Participate as senior leaders in assessments and studies

Adapt the Institutional Army

• Not business as usual; must support a Joint and expeditionary Army • Must assess changes recommended in ACP • Support needs of force • Create culture of innovation • Draft plan with clear vision • Produce and begin to execute in FY 05 essentiality of this •plan Understand

critical task • Counter resistance to change • Develop institutional programs to influence innovation and cultural change