College of Management and Technology Setting Objectives Dr. Teri McConville

College of Management and Technology

Setting Objectives

Dr. Teri McConville

College of Management and Technology 2

Strategic Management Process

InternalAssessment

EnvironmentalAnalysis

StrategyFormulation(Planning)

StrategyImplementation

StrategicControl


Strategic Defence ReviewAdapted from the Ukraine 2008 White Book, p15

Current organisationof the Armed

Forces

Current Capabilities Capability

Gaps

Internal Assessment

Required capability

Aims of military security

State Capabilities for support of Defence

Threatassessment

Environmental

AnalysisPolicy Making

Definition of priorities

ManagementStrategy


A Strategic Framework

BALANCEDSCORECARD

Measures

Targets

Initiatives

Objectives

ResourcesEfficiency/

Effectiveness

Role/Purpose

CapacityBuilding


Stage 1: Determine the Vision

Minister’s Vision 2010“The efforts of the MoD are directed towards strengthening peace, modernizing Georgian Armed Forces and contributing to NATO integration process."


Stage 2: analyse vision according to 4 perspectives

BALANCEDSCORECARD

Measures

Targets

Initiatives

Objectives


Effectiveness

Role/Purpose

CapacityBuilding


Four Questions to AskRequirements as defined by policy

• What is our purpose?• What do we need to do to

achieve our purpose?• What do we need in order

to do that?• What do we need for the

future?

• Role• Efficiency & effectiveness

• Resources

• Capacity building


Four Questions to AskMain Defence Forces

• What is our purpose?

• What do we need to do?

• What do we need, to do it?

• What do we need for the future?

• Defend against major aggression;Defeat the enemy in a local war;Force … an armistice;Reinforce the JRRF.

• Combat & mobilisation readiness (90-120 days)Effective forcesEffective command and control bodies

• Personnel at 70% of required strengthProvision of weapons & equipment,State support

• Develop Command & Control systemLogistics supportImprove personnel policyImprove civil-military relations

From UkrainianStrategic Defence Bulletin to 2015, p.40


Stage 3: express vision as strategic aims

BALANCEDSCORECARD


Effectiveness

Role/Purpose

Capacity Building

Future (Capability Building)

Are we building for the future?

Defence Balanced Scorecard 2008 - UK MoD

Purpose (Role)

Are we fit for today’s challenges and ready for tomorrow’s tasks

Resources

Are we making best use of our resources?

Enabling Processes (Efficiency &

effectiveness)

Are we a high performing

organisation?

Defending the United Kingdom and its

interests;

Strengthening international peace and stability;

Acting as a force for good in the world


UK Defence Scorecard in more detail

Purpose (Role)A. Current Operations: Succeed

in Operations and Military Tasks today.

B. Future Operations: Be ready for the tasks of tomorrow.

C. Policy: work with allies, other governments and multilateral institutions to provide a security framework that matches new threats and instabilities

ResourcesD. People: Manage our people

to provide sufficient, capable and motivated Service and civilian personnel..

E. Finance and Value for Money: Maximise our outputs within allocated financial resources.

F. Estate: Maintain and develop estate infrastructure of the right capability and quality.


Enabling Processes (Efficiency & effectiveness)

G. Military Equipment Procurement: Equip and support our Armed Forces for operations now and in the future.

H. Infrastructure Procurement: Invest in strategic infrastructure to support defence outputs.

I. Security & Business Continuity: Enable secure and resilient operational capability..

J. Safety: Minimise non-combat fatalities and injuries.

K. Reputation: Maintain our reputation amongst our own people and externally

L. Sustainable Development: Work with other government departments to contribute to the Government’s wider agenda, including sustainable development.

Future (Capability Building)

M. Future Capabilities: Develop the capabilities required to meet the tasks of tomorrow..

N. Change: Develop flexible and efficient organisations, processes and behaviour to support the Armed Forces.

O. Future Personnel: Deliver the personnel plans to meet the needs of current and future tasks


Stage4: Determine …

• What are the critical success factors for achieving strategic goals?

• What are the critical measures that indicate strategic direction?

• What actions should we take?

• Helps us to determine our priorities.

• What are the standards that we need to achieve?

• The beginning of the action plan.

13


A UK Example Resources

D. People: Manage our people to provide sufficient, capable and motivated Service and civilian personnel.

E. Finance and Value for Money: Maximise our outputs within allocated financial resources.

F. Estate: Maintain and develop estate infrastructure of the right capability and quality.

The vision:Defending the United Kingdom and its interests: acting as a force for good in the world


People: Critical success factors

• Ensure we have sufficient diverse people, maintaining manning balance and the right profile of skills within each service and the right mix of skills in the civilian workforce despite reducing numbers,

• Ensure our people are capable of doing the jobs we need them to do by keeping them healthy and training them well,

• Manage our people well, motivating them and offering them worthwhile can satisfying careers.


To ensure we have sufficient regular Service personnel, we will:

• Achieve full manning balance in each of the 3 services as soon as possible by:– Achieving overall Service manning balance (+1% to -2%)

between the trained strength and the trained liability.• Maintain the correct profile of skills and experience

within the regular Service manpower structures• Improve longer-term recruiting prospects by increasing

the representation of minority ethnic groups within the Armed Forces.

Delivery responsibility: Chiefs of Naval, General and Air Staff.


Manning Balance: Critical Measures

End of financial year:

2008/09 2009/10 2010/11 2011/12

Royal Navy/ Royal Marines

35,790 35,410 35,360 35,380

Army 101,660 101,630 100,560 101,510

Royal Air Force 40,830 40,360 40,670 40,170


Step 5: Cascade targets through the chain of command

• Achieve full manning balance in each of the 3 services as soon as possible by:– Achieving overall Service manning balance (+1% to -2%)

between the trained strength and the trained liability.• Maintain the correct profile of skills and experience

within the regular Service manpower structures• Improve longer-term recruiting prospects by increasing

the representation of minority ethnic groups within the Armed Forces.

Delivery responsibility: Chiefs of Naval, General and Air Staff.


Step 6

• Consider your goals as the foundation for a control and reporting process

…


Resource Management

BudgetManning LevelEstateReputation

Reporting performance (Example)

Output/Deliverables

OperationsEffectivenessPolicy

Process Improvement

TrainingLogistics Support

AcquisitionOutputs

Learning and Development

Investing in peopleLessons learned

InformationTechnology

=satisfactory =minor weakness=serious weakness =critical weakness


Value & Potential of the Scorecard Approach

• A simpler, clearer statement of the strategic intent of the Defence Council & Defence Management Board

• A more comprehensive view of performance• A clear focus on outputs• An insight into how the components of performance

relate to each other & to the delivery of our key outputs


Performance Management Benefits

• Simplified strategic goals• Fewer, more strategic, performance targets• Better information on our performance• Integration of financial and non-financial

reporting• Sharper focus on results


Workshop• Defence Capabilities

– … enhancement of defence capabilities that will support effective defence of the State from external threats and …

• Defence Systems Management– Improvement and refinement of defence management system is

and important component of Georgia’s defence transformation.• Education and Human Resource Management

– … among the main factors for effective functioning and development of the defence system …

• NATO integration and international co-operation.– … successful implementation of the commitments undertaken in

the frames of the on-going co-operation formats.

Documents

College of Management and Technology Setting Objectives Dr. Teri McConville