Learning from Transforming the Commercial Sector
Abstract
The Secretary of Defense created the Office of Force Transformation in November 2001 to prepare the Armed Forces for the uncertainties of the 21st century. This institutional step followed other indications that significant change was afoot. In the past year the President, Vice President, and Secretary have cited the requirement to shift from a slow, heavy force to smaller, more lethal, more maneuverable capabilities that can better confront terrorism and other threats. Vice Admiral Arthur Cebrowski, USN (Ret.), has been assigned to direct this new office. A former president of the Naval War College, he is known as a revolutionary thinker who is likely to go beyond mere tinkering on the margins. As Cebrowski organizes a staff, delineates a charter, and builds a constituency, the enormity of his job cannot be overstated. Not the least of the tasks ahead will be convincing large segments of the defense establishment that military transformation is critical to continued U.S. dominance. Cebrowski has advanced the notion that transformation is not a destination, but a process. It is not necessarily about new technologies, weapons, or platforms; instead it might utilize existing systems in ways that their designers did not envision. More enlightening is the inclination to view transformation through the lens of corporate strategy, risk management, and organizational rules. Lessons from transformations of large organizations suggest that approach is correct.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 2002
- Accession Number
- ADA483702
Entities
People
- Janice M. Graham