A Command in Peril: Air Force Global Strike Command's Reinvigoration of the Air Force Nuclear Enterprise through Cultural Change
Abstract
Instituting cultural change within a large organization is an extremely complicated and painstaking task. Recognizing when change is required and designing a change model that will have a lasting impact is more challenging. The unique structure and hierarchy of military organizations can make culture change even more difficult. This paper analyzes changes implemented by the AFGSC Force Improvement Program (FIP) to determine if these changes will have a lasting impact on the culture within AFGSC. To gain knowledge of how to organize and execute change within an organization, this paper will first examine John Kotter's 8-step process for leading change, and will then apply these steps in a case study of Strategic Air Command (SAC). Finally, a study of the AFGSC FIP program and Secretary of Defense-directed internal and external reviews of the nuclear enterprise will show that although AFGSC is on the track to success, without strong leadership from within the nuclear community, AFGSC and the Air Force may ultimately fail in their nuclear deterrence mission.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 25, 2016
- Accession Number
- AD1176360
Entities
People
- Jennie Ay Swiechowicz
Organizations
- Marine Corps University