1. Our Army at War – Relevant and Ready…
Today and Tomorrow
A Game Plan for Advancing Army Objectives in FY05 and Beyond: Thinking Strategically
The single most significant feature of our new strategic reality is that the war in which we are now engaged will be a protracted one.
To fulfill our duty within this new strategic context, we are aggressively reshaping the force to be an Army of campaign quality with joint and expeditionary capabilities – transforming to enable us to win the war today, while simultaneously posturing the Army for future challenges.
The lessons we have learned in three years of war have already propelled a wide series of changes in the Army and across the Joint Team. Our core competencies, however, will endure: to train and equip Soldiers and grow leaders and to provide relevant and ready landpower to Combatant Commanders and the Joint Team.
Our circumstances today, as an Army serving our Nation at war, provide us with a strategic opportunity to reshape the force.
Today I will discuss with you a plan intended to help focus the efforts of leaders – across the Army – to address a set of major issues the Army is facing so that the Army will remain relevant and ready by providing the Joint Force with essential capabilities to dominate across the full range of military operations.

2. Why a Game Plan? Situation: Mission:
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 …
The Game Plan represents the integration of the work we have done in the last year – reflected in key documents that describe the Army’s strategic direction: The Transformation Roadmap, The Army Plan, the Army Campaign Plan, the Program Objective Memorandum 06-11, as well as several papers that communicate “big ideas” from the leadership.
We have embarked on our most profound transformation since World War II – and are making tremendous progress.  The authoritative direction for this change is communicated in the Army Campaign Plan (ACP).  The Game Plan reinforces the ACP by articulating a set of distinct leader objectives – and corresponding priorities – to support the continued successful execution of the Campaign Plan.
The Game Plan is intended to provide a common framework based on the integration of other key documents and plans that are in various stages of development The Army Strategic Planning Guidance, the FY ’06 Legislative Agenda, the Army Strategic Communications Plan, and the Army Posture Statement.
During this past year, while establishing our strategic direction and waging war, we have developed tremendous momentum in our efforts. We have worked effectively to articulate our requirements; promote understanding of our needs; build support for our programs; attract and retain the highest quality volunteers; obtain the resources needed to achieve our objectives; while reinforcing the trust that the American people and our allies and partners have in our Army.
We must, and we will, maintain this momentum as we move forward to build a campaign quality Army with the joint and expeditionary capabilities required by the Combatant Commanders today and tomorrow.
This momentum will prove to be decisive in our collective efforts to achieve our overarching strategic goal, that applies to both today and tomorrow: The Army will remain relevant and ready by providing the Joint Force with essential capabilities to dominate across the full range of military operations.
The Army will remain relevant to the challenges posed by the global security environment – across the range of military operations from irregular conflict to high intensity conventional warfare – and ready to provide the forces and capabilities required by the Combatant Commanders and the Joint Team.

3. What is its Purpose?
Reaffirm our overarching strategic goal and broad strategic direction.
Provide a common perspective of our operating environment, in terms of challenges, uncertainties, and opportunities.
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:
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.
This paper provides a common perspective of our operating environment; reaffirms our overarching strategic goal and our broad strategic direction; reinforces the strategic intent established during this past year and reflected in our Strategic Planning Guidance and Campaign Plan; and establishes priorities for leaders intended to focus and unify our collective efforts to achieve this intent.
In describing context, challenges, and priorities – which are neither prescriptive nor all inclusive – this paper is intended to stimulate your thinking, while encouraging initiative and creativity, in acting strategically to deal with the challenges we face.
A principal objective of this paper is to reemphasize the role that leaders play to lead change – to add impetus to our ongoing efforts to change our culture to reflect the realities of our new operating context.
Specific leadership objectives are listed on Slide #6.
Included in this paper is the requirement to renew efforts to communicate our messages to those whom we serve – our Soldiers, our families, the Combatant Commanders and the Joint Team, our external “stakeholders,” and the American people.
To provide focus and ensure unity of effort, our messages must be directed to achieve the following effects:
Externally, our messages must be focused to maintain support for our ongoing operations, our program as it gets translated into a series of budgets, and critical supplemental funding in order to build capabilities required for today and tomorrow.
Internally, our messages must ensure that we address the needs and concerns of our Soldiers and families. We must provide crucial information, through command channels, to promote understanding and relieve stress during a period of intense operational activity and transformational change. Moreover, we must ensure that leaders and commanders understand why and how we are changing – to effect the most profound reorganization of our Army since World War II – and how this change will enhance our fighting capability, and, in turn, improve predictability and quality of life over the long-term.
A/SA, 2 September: “make it compelling … focus on big ideas … big challenges … “

4. 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 …
The Army Chief of Staff, GEN Schoomaker, provided his intent for drafting the FY05 Game Plan in early September.
He provided five key ideas that described his vision for the paper, and governed the organization and design of the Game Plan.
He also provided his emphasis on the importance of leaders proactively leading change in the Army, especially with regard to changing our Culture.
To remain relevant and ready, the Army must be properly oriented in terms of: structure, capability, efficiency, and, of greatest importance, the overall culture of our Service. The greatest challenge to overcoming inertia and enabling change is influencing mindset and culture which has four major dimensions: inculcation of a culture of innovation; realization of the implications of joint, expeditionary warfare; commitment to the ideals of the Warrior Ethos; and promotion of “resiliency.”
When large, complex organizations pursue genuine transformational change, a key measure of success is leaders’ ability to reorient peoples’ attitudes, actions, and beliefs. We must continue our work to create a culture that understands and embraces the objective realities of our military and organizational challenges, within a dynamic, turbulent security environment.
This will require that we continue to change behavior. This is what leaders do – change behavior. To win the war while transforming, and remain relevant and ready, our Soldiers, leaders, and civilians – and ultimately, the Nation, deserve nothing less.
CSA, 2 September: “to articulate intent … and ensure unity of effort in achieving that intent …”

5. How Does the Game Plan Reinforce Key Strategic Documents?
Army Strategic Planning Guidance (ASPG): Next Years
Army Campaign Plan (ACP): Next 10 Years
Game Plan: Next 1-2 Years
FOCUS: CLARIFYING CURRENT AND FUTURE STRATEGIC CAPABILITIES
FOCUS: TRANSFORMING TO CREATE A JOINT AND EXPEDITIONARY ARMY NOW
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.”
The ASPG serves as the Army’s institutional strategy and as its principal planning document. The ASPG expresses the senior leadership’s intent for how the Army will fulfill its Title 10 obligations to the Joint Force and the Nation in support of the Defense and National Security strategies.
The Game Plan underscores importance of ASPG; communicates to wider audience the foundational nature of ASPG. Emphasizes senior leader role in resourcing and strategy related processes; e.g., QDR and post-QDR strategy processes.
The ACP directs planning, preparation, and execution of Army operations and Army transformation within the context of ongoing strategic commitments, including the Global War on Terrorism. Provides direction for detailed planning, preparation, and execution of a full range of tasks necessary to create and sustain a campaign capable joint and expeditionary Army.
The Game Plan explains goals for culture under A/SA and CSA signature; amplifies ideas in ACP; e.g., Soldiers, All-Volunteer Force, Warrior Ethos, etc.; structures and announces Institutional Army changes to achieve 30-plus objectives from ACP.
Summary: The Game Plan reinforces strategic direction and momentum; highlights progress to date; articulates strategic communications and resourcing goals to enable achieving objectives of ACP in “window of opportunity,” and goals of ASPG over longer time frame; integrates numerous documents into one to promote better understanding. Highlights the role that leaders play to “lead change and manage complexity.”
Unify effort , clarify leader roles, exploit window of opportunity and change culture.

6. “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
We Have Built Tremendous Momentum and Support for Our Programs
We are Transforming Now – We are on the Right Course to Reshape the Force
Strategic Goal: Relevant and Ready … Today and Tomorrow
Intent: Seize the Initiative: Leadership Drives Change
Reinforce Our Centerpiece: Soldiers as Warriors
Maintain Viability
of All-Volunteer
Force
Adapt the
Institutional Army
Change Army Culture to Reflect New Realities
Resource
the Force
Tell the Army Story Effectively
Articulate Strategic Rationale for Future Capabilities
Reinforce Our Centerpiece: Slide 18 Soldiers as Warriors
Foster “culture of engagement”
Prepare people to tell the story
Develop Strategic
Communications, Command Information, and Congressional Engagement plans
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
Tell the Army Story Effectively
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
Resource
the 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
Maintain Viability
of All-Volunteer
Force
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
Change Army Culture to Reflect New Realities
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
Articulate Strategic Rationale for Future Capabilities
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 plan in FY 05
Understand essentiality of
this critical task
Counter resistance to change
Develop institutional programs
to influence innovation and
cultural change
Adapt the
Institutional Army
Assessment
Leader
Priorities
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)
This section lays out the big ideas in the document in an expansible slide presentation. (Hyperlinks are embedded in the seven yellow blocks that represent the Leader Objectives. Clicking on these blocks will cause the Assessment and Leader Priorities to expand for ease of viewing.)
The blocks that appear correspond to sections of the text.
The Situation (first four gray blocks) is described on p. i of Game Plan.
The Strategic Goal (Relevant and Ready Today and tomorrow) is described on p. 2 of Game Plan.
The Intent (Seize the Initiative) is described on p. 3 of Game Plan.
The Leader Objectives are explained on the following pages:
Reinforce Our Centerpiece: Soldiers as Warriors - p. 5.
Tell the Army Story Effectively - p. 7.
Resource the Force to Execute Our Strategic Requirements – p. 9.
Maintain the Viability of the All-Volunteer Force – p. 11.
Change Army Culture to Reflect New Realities – p. 14.
Articulate the Strategic Rationale for Joint and Service Future Capabilities – p. 17.
Adapt the Institutional Army to Meet the Needs of the Emerging Operational Army – p. 19.
Focusing Effort – p. 22.
Managing Sources of Risk – p. 23.
Creating the Future – p. 24.
Reinforce Army Values
Emphasize Warrior Ethos
Adapt training to reflect COE
Balance training and education: “what to think” vs.“how to think”
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?
The Army will remain relevant and ready by providing the Joint Force with essential capabilities to dominate across the full range of military operations.

7. Secure Near-Term Resources Reaffirm Strategic Direction
Focusing Effort
FY04
FY05
FY06
4QTR
1QTR
2QTR
3QTR J A S O N D F M
Empower Messengers
Army Green Book
Retired 4-Star Conference
Commanders’ Conference and
Active 4-Star Conference
AUSA Annual Convention –
Phase I: Empower Messengers
Secure Near-Term Resources
Army Posture Statement
President’s Budget to Congress
Posture Hearings
Budget Deliberations
Phase II: Secure Near-Term Resources
Reaffirm Strategic Direction
QDR
Other?
Phase III: Reaffirm Strategic Direction and Requirements
BRAC F
PB to Congress
DNC
Inauguration
NSS?
Political
Election Day
State of the
Union G H
RNC
Posture Hearings
Budget Deliberations
CPG
PGM/Bud. Review
Rpt OSD (PA&E)`
Program Report
OSD (PA&E) I
SPG
OSD
POM 06-11
SLRG
Strategic
Transformation
Appraisals (OFT)
DPG Update
CPG
MID Begins
QDR
NDS (Annual Report)
QDR Report
JSCP
MID Begins
NMS?
JPG
Joint Staff
06-11 POM/BES
QDR
QDR Report
SPG 06-11
ASPG
(G3)
MID Begins
Army
POM/BES to
OSD (G8)
APPG (G8) E
Army Posture
Statement (DAS)
This figure highlights nine key opportunities for articulating the capabilities we bring to the fight, and promote understanding of our needs during an unusual year that includes political uncertainties as well as key examinations of Defense issues (e.g., a Quadrennial Defense Review and an examination of overseas posture and basing needs).
Three conceptual phases are outlined to focus leader priorities to achieve broader Army objectives.
Phase I: Empower Messengers. The intent is to ensure the Army speaks with one voice.
Phase II: Secure Near-Term Resources. Submission of the President’s Budget in February initiates hearings focused on the posture and readiness of the Services. This provides an opportunity for the leadership to tell the Army story, by focusing on current and future strategies to wage war and transform, and describing the capabilities required to remain relevant and ready.
Phase III: Reaffirm Strategic Direction. The Army will participate in a range of strategic processes including a year-long Department of Defense directed assessment of the long-term Defense Strategy and program.
Amidst adversity, a range of opportunities is clearly evident. We must capitalize on these opportunities in the strategy development and resourcing processes. Furthermore, we must strengthen relationships and reinforce our communication with other Services, Congress, the American public, and our primary customers: the Combatant Commanders and the Joint Team. A
Army Green Book
APGM (G3)
QDR
QDR Report
DP 25
DP 23
DP 34
DP 24
DP 22
DP 16
DP20
ACP Major
Muscle Moves B
DP 33
DP 27
DP 19
DP 31
DP 21
DP 35
DP 36
DP 31
COCOM Conference
Army Commander’s
Conference
Army Commander’s
Conference
Conferences
Eisenhower
Conference C
4 Star
Conference
4 Star
Conference
Retired 4-star
Conference D
AUSA Annual
Conference
AUSA Symposium
Studies
SPG Studies: Strategic Lift
SPG DP: Homeland Defense Strategy
SPG DP: Joint Operations Concept
SPG Study: Operational Availability 05
STRATCOMS
The Army Family
Key Defense Industry Partners
Critical Policy and Resource Decision Makers
Key Employers of Army
Reserve & National Guard Soldiers

8. 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 and ready – to sustain its aggressive support of the Global War on Terrorism, while transforming.
As the Army remains engaged, new challenges are emerging. The Army must prepare for future challenges, while meeting Combatant Commanders’ ground force needs. This tension between preparing for the future and meeting the demands of the present, with finite resources, requires the Army to balance risk.
Our pace of operations, in an uncertain environment, is creating distinct challenges that require careful management to sustain our ability to achieve our strategic requirements.
Increased resourcing is required to continue to transform and sustain the pool of all volunteer, brigade level Units of Action needed by the Joint Force to prevail in the Global War on Terrorism.
The operational fleet’s condition and age is affecting current readiness.
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.
Identifying and mitigating the risks associated with fulfilling current and future strategic commitments will ensure the Army remains relevant and ready – to sustain its aggressive support of the Global War on Terrorism while transforming.

9. Creating the Future We have an ambitious task ahead.
Success requires us to exploit the strategic opportunity that has been placed before us.
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.
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?”
Simply stated, we have an ambitious task. Success will require us to exploit the strategic opportunity that has been placed before us. Success will depend on our ability to objectively define and describe the capabilities we need to support the Combatant Commanders, other Services, and the Nation.
We must leverage our wartime focus and increased resources – 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.
If we are successful in changing the behaviors, attitudes, and beliefs that combine to create our culture – and we maintain the continued support of our political leadership, our chain of command, and the American people – our collective focus and unity of effort will enable us to achieve our strategic goal, today and tomorrow.
The Army will remain relevant and ready by providing the Joint Force with essential capabilities to dominate across the full range of military operations. Success for the Army in service to the Nation demands that we shape the future … that we anticipate it … and that we create it.

10. 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.
The Army’s overarching strategic goal is to remain relevant and ready by providing the Joint Force with essential capabilities to dominate across the full range of military operations. The Army will be:
Relevant to the challenges posed by the global security environment as evidenced by the organization and training of our forces and the design and practices of our institutional support structures.
Ready to provide the Combatant Commanders and the Joint Team with the capabilities – principally well led, trained and equipped forces – required to achieve operational objectives across the Range of Military Operations.
While operating amidst uncertainty, our Army must properly position itself for the context in which it will operate for the foreseeable future – in terms of orientation, capability, effectiveness, efficiency, and the overall culture of the Service.
A principal objective of this paper is to reemphasize the role that leaders play to lead change – to add impetus to our ongoing efforts to change our culture to reflect the realities of our new operating context. The Game Plan promotes a common perspective and establishes leadership objectives that: (1) focus and unify effort to address critical issues affecting our Army; and (2) better enable leaders to lead change in order to achieve our overarching strategic goal.
To remain relevant and ready, the Army must be properly oriented in terms of: structure, capability, efficiency, and, of greatest importance, the overall culture of our Service. The greatest challenge to overcoming inertia and enabling change is influencing mindset and culture which has four major dimensions: inculcation of a culture of innovation; realization of the implications of joint, expeditionary warfare; commitment to the ideals of the Warrior Ethos; and promotion of “resiliency.”
This will require that we continue to change behavior. This is what leaders do – change behavior. To win the war while transforming, and remain relevant and ready, our Soldiers, leaders, and civilians – and ultimately, the Nation, deserve nothing less.
“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 …”

11. Our Army at War – Relevant and Ready…
Today and Tomorrow
A Game Plan for Advancing Army Objectives in FY05 and Beyond: Thinking Strategically

12. Backup Slides

13. 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?
This is the Framework used to solve the problem…it reflects a classic “E-E-W-M-R” approach.
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?

14. Strategic Environment
Known Events:
War will continue
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.?
Continuity of Defense and Joint agenda? How will they be aligned?
Scope and scale of QDR?
Other? Wild Cards?
Here is what we know, do not know and presume about the environment. We must test these presumptions, or assumptions, in a conscious way to mitigate risk…
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?

15. Strategic Environment: Context for Focusing Organizational Energy
FY04
FY05
FY06
4QTR
1QTR
2QTR
3QTR J A S O N D F M
BRAC
PB to Congress
DNC
Inauguration
NSS?
Political
Election Day
State of the
Union
RNC
Posture Hearings
Budget Deliberations
CPG
PGM/Bud. Review
Rpt OSD (PA&E)`
Program Report
OSD (PA&E)
SPG
OSD
POM 06-11
SLRG
Strategic
Transformation
Appraisals (OFT)
DPG Update
CPG
MID Begins
QDR
NDS (Annual Report)
QDR Report
JSCP
MID Begins
NMS?
JPG
Joint Staff
06-11 POM/BES
QDR
QDR Report
SPG 06-11
ASPG
(G3)
MID Begins
Army
POM/BES to
OSD (G8)
APPG (G8)
Army Posture
Statement (DAS)
Here is a look at the context in which we are operating…brief description.
Army Green Book
APGM (G8)
QDR
QDR Report
DP 25
DP 23
DP 34
DP 24
DP 22
DP 16
DP20
ACP Major
Muscle Moves
DP 33
DP 27
DP 19
DP 31
DP 21
DP 35
DP 36
DP 31
COCOM Conference
Army Commander’s
Conference
Army Commander’s
Conference
Conferences
Eisenhower
Conference
4 Star
Conference
4 Star
Conference
Retired 4-star
Conference
AUSA Annual
Conference
AUSA Symposium
Studies
SPG Studies: Strategic Lift
SPG DP: Homeland Defense Strategy
SPG DP: Joint Operations Concept
SPG Study: Operational Availability 05
STRATCOMS
The Army Family
Key Defense Industry Partners
Critical Policy and Resource Decision Makers
Key Employers of Army
Reserve and Guard Soldiers

16. 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.

17. 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?
Several months ago, when I started my job, I looked hard to try to figure out what were the key strategic documents in order to understand the Army’s mission and the people that I support.
I read the normal strategic documents … as well as the documents that are authoritative like The Army Plan to include the Army Strategic Planning Guidance and the Army Campaign Plan. I also read several key papers that communicated “big ideas” from the leadership.
At the same time, I was working to develop a process to support the DAS by “targeting” major issues to enable the leadership to influence events instead of reacting to them.
This process caused me to use the question, “What is the problem you are trying to solve?” The answer, expressed in terms of a challenge, is shown on this slide. Working with numerous other people, I proposed a set of “big rocks” that were genuinely “big issues” for the Army. This led me to the point of saying, “Now what? Now that you’ve identified several key issues, what do you recommend that we do about them?” Thus, the recommendation to produce a Game Plan, if you will, to advance Army interests …

18. 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 Our Centerpiece: Soldiers as Warriors
Reinforce Army Values
Emphasize Warrior Ethos
Adapt training to reflect COE
Balance training and education: “what to think” vs.“how to think”

19. Tell the Army Story Effectively
Foster “culture of engagement”
Prepare people to tell the story
Develop Strategic
Communications, Command Information, and Congressional Engagement plans
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
Tell the Army Story Effectively

20. 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
Resource
the Force

21. 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
Maintain Viability
of All-Volunteer
Force

22. 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
Change Army Culture to Reflect New Realities

23. 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
Articulate Strategic Rationale for Future Capabilities

24. 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 plan in FY 05
Understand essentiality of this critical task
Counter resistance to change
Develop institutional programs
to influence innovation and cultural change
Adapt the Institutional Army