Who Is Responsible For Business Transformation Efforts?

Defense Planning and Programming Guidance (DPPG): The DPPG establishes the DOD force development, resource and programming priorities, and consolidates and int

Consequently, the Obama Administration has silenced defense leader for a long time, so he could keep his Budget Control Act or (BCA). For example “8 years under the Obama Administration, top defense officials were largely silenced and prevented from articulating their concerns about budget cuts and decreased readiness”(Cooper pg1). The Obama Administration neglected top defense officials, which has resulted in “Army has lost more than 205,000 soldiers, or 30 percent of its staff”(Spencer). Nevertheless, this has also resulted in “3 of 58 Army brigade combat teams are considered ready for combat”(Cooper). Conversely, Obama cut down the military so far that America has 150,000-225,000 troops ready in the Army when all of our combat teams should be ready for combat, so that the armed forces can protect America’s interests at home and abroad. Moreover, the Army is not the only who has experienced decreased readiness, for example, there have been budget cuts across the board which have resulted in “The Air Force is the smallest and oldest it has ever been”(Cooper). “80 percent of the United States Marine Corps or (USMC) do not have the minimum number of aircraft they need for training and basic operations”(Cooper). “The Navy’s fleet is the smallest it has been in nearly 100 years”(Cooper). “Maintenance period will increase costs 2.6 times”(Pickup). Accordingly, all parts of the Armed forces have experienced budget cuts

2. Summary: ADP 6-0 is broken down into three major sections. These sections are; the guiding principles, the Art of Command, and the Mission Command Warfighting Function. This paper will place emphasis on the guiding principles and the Art of Command portions of the manual as they provide the baseline for conceptual implementation. Additionally, as a Group Support Battalion (GSB), the Mission Command Warfighting Function predominantly lies within the responsibility of line Battalion commanders. Within the GSB, our primary mission is to provide augmentees and unique enablers to commander’s to further enable them to meet mission success.

(DoD 5110.4M, 2004) Basically the DoD controls all the U.S. Military to protect the national interest of the citizens. These interests are spelled out by the President through the Secretary of Defense to the Chairmen of the Joint chiefs. The DoD is used in defense of the nation and is the lead when the mission changes from homeland security to defense. The DoD is under the command and control of the

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

On August 2, 2011, Congress passed the Budget Control Act (BCA) of 2011 which cut $487 billion from projected defense spending over the next 10 years.1 The act also established a system of sequestration, which would cut an additional $495 billion from the defense budget.2 Altogether, the BCA would cut almost $1 trillion dollars from the Department of Defense (DoD). The passing of the BCA and the subsequent loss of funding mark an end to a 13-year period of robust budget allocations to support the global war on terrorism. From 2001 to 2013 over $1.6 trillion has been allocated to the DoD to support preparations for and execution of operations in various overseas areas.3 Within this $1.6 trillion, 94% of the funding was allocated to support operations in Iraq and Afghanistan.4 This robust amount of funding cultivated a culture within the DoD that there would always be funding available to cover costs at home and abroad. This culture is deeply entrenched within the United States Army due to large budgets provided to the Army over the past 13 years. In today’s environment of shrinking budgets, this culture can no longer stand true and must be changed. Establishing a cost-conscious culture (CCC) within the Army is critical to our ability to sustain the current Army force structure and make the needed modernization investments to ensure our capability to fight and win our nations wars.

2. Every year the Department of Defense (DoD) sets up a budget for the military. The budget can be lower than what the military needs to be able to do their mission. The Fiscal Year (FY) 2016 budget of the DoD was made to maintain a mission ready force focused on institutional reforms that control costs and support a highly trained workforce while taking care of service members and their families.1 The DoD seeks to progress toward achieving full spectrum combat readiness.2 However, the sharp defense cuts are harming the ability of our Armed Forces to execute their assigned missions.3 The strategy

On 22 January 2013, General Martin Dempsey, Chairman of the Joint Chiefs of Staff released a white paper describing his vision for the Joint Information Environment (JIE) and how it would support operations in the years to come.1 This mandated transition is driving a reassessment of the most appropriate command and control (C2) structure to conduct operations within the domain. Attempts to achieve a standardized fully interoperable environment will only achieve limited success due to the innate variability and changing nature of technology, exacerbated by service unique capabilities and requirements as well as inconsistent funding. Existing C2 models either fail to address the uniqueness of operations in the cyber domain or otherwise fail to

The DoD’s most frequent steady state partner is the DoS. Furthermore, the Chief of Mission (COM) will have final say over almost every DoD operation, activity or action. Below the national level, understanding the role of the COM and the DoS Regional Bureau will facilitate understanding interaction between the diplomatic corps and the military.

Developing a skilled and reliable workforce is a very important task for the Department of Defense. In order to maintain or military

In October of 2013, The White House Economic and Domestic Policy Council commissioned an Interagency taskforce, charged with creating a new governance structure for the Department of Defense (DOD) Transition Assistance Program (TAP) for Separating Service Members *(See the agency task force list below). The central focus for the agencies was, “collaborative efforts will be to successfully transition ‘career ready’ Service members to the civilian

Another problem for the U.S. Army is that information operations, psychological operations, public affairs and civil affairs, defense support to public diplomacy (DSPD), military diplomacy, and visual information all fall under different command structures which are scattered throughout the U.S. Army’s formation. The fact that these functional areas are under different commands allows each element to create its own theme and messages. Paul (2011) claims that if every representative of the government says whatever they feel like saying, each becomes a potential loose cannon on the ship of communication. But, regardless of decentralization, full integration is possible. Along with the urgency to execute strategic communication, the U.S. Army is moving toward more conducive command structure for complex environments. The military is adapting a “mission command” philosophy. Mission command relies on the human ability to take action in a timely manner based on analysis of the environment and what is necessary for the achievement of an assigned task or goal. For effective mission command to

Joint Task Force Katrina: This command center was expected to represent the active involvement of the Department of Defense (DoD).

The discussed process of restructuring the Brigade Combat Teams (BCT) illustrates the third phase, the development of organizational models. In his speech, Gen Odierno says that significant flexibility and capability

The Air Force’s current divisional structure provides is adequate for Command and Control for its Major Commands. By aligning the Commands functional mission and aligning them geographically they can support their customers with specialized services in order to meet their demands. While the current system works, improvements can be made to providing more manpower to the Squadrons and rewriting publications to empower Squadron Commanders to make decisions about their squadron with little oversight from higher echelons. Thus, the tactical echelon will become the core of the war fighting unit.