By David C. Gompert, Paul K. Davis, Stuart E. Johnson, Duncan Long
In a fluid worldwide safety atmosphere resembling ours, assessing the prices, hazards, and certain effects of other nationwide security options is as demanding because it is vital. The authors exhibit how, even within the face of uncertainty, the prices and different implications of any method should be assessed via reading the functions wanted via U.S. combatant instructions
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Extra resources for Analysis of Strategy and Strategies of Analysis
Global strategy. 1 t STRATCOM should deter the use of nuclear weapons and provide selective global (theater-cum-national) missile defense. t NORTHCOM should support homeland security. As noted, identifying the key capabilities implied by these operating objectives is a critical step that demands COCOMservice collaboration, facilitated by COCOM component commands and adjudicated as needed by “corporate” DoD. In our imaginary strategy, we posit that key capabilities include light ground forces, training, and advisory presence in CENTCOM; robust maritime and aerospace power in PACOM; expanded engagement in SOUTHCOM and AFRICOM; greater scope and capability of SOCOM; and an updated (post-Soviet) oﬀensive and defensive posture for STRATCOM.
It follows that all three types of expectations must be analyzed in combination. As just noted, DoD is not the only enterprise facing the problem of strategic analysis. Other enterprises, notably diversiﬁed corporations operating in dynamic markets, must also try to understand the requirements and implications of strategy as it is being formulated. Although business planning and management methods vary widely, three with particular signiﬁcance for DoD are 1. reliance on operating units to reveal what strategy implies in expected results, required resources, and risks before being adopted 2.
The practice of exchanging binding obligations is not very suitable for DoD. It is important to distinguish between the reasoning that underlies how corporations assess the implications of strategy, which is relevant to defense, and the contractual nature of the relationships among the component organizations, which is not. , revenue) and the capabilities (costs) needed to produce them are appropriate. In DoD, objectives are too inexact and qualitative to establish such rigid connections. More important, the need for ﬂexibility in national defense, even more than in most businesses, argues against locking in expectations.
Analysis of Strategy and Strategies of Analysis by David C. Gompert, Paul K. Davis, Stuart E. Johnson, Duncan Long