What the Army Needs to Know to Align Its Operational and Institutional Activities Executive Summary (2006)

by Camm, Frank; Cook, Cynthia R.; Masi, Ralph; Wong, Anny

• ISBN13: 9780833040008
• ISBN10: 0833040006
• Format: Paperback
• Copyright: 2007-03-23
• Publisher: RAND Corporation

Summary

As the Army transforms its operating force, it must also transform its institutional activities to align them with operating forces and to release resources from institutional activities that the Army can use to add new brigades and weapon systems.

Table of Contents

Preface	p. iii
Figures	p. xi
Tables	p. xiii
Summary	p. xv
Acknowledgments	p. xxxiii
Abbreviations	p. xxxv
Introduction	p. 1
Some Important Words	p. 3
Road Map	p. 6
The Institutional Army and Its Place in the U.S. Army	p. 11
Alternative Definitions of the Institutional Army	p. 11
Military Leadership and the Institutional Army	p. 17
Production Relationships in the U.S. Army	p. 19
How Changes in Priorities Could Affect Institutional Activities	p. 25
Summary	p. 32
Leadership Views on Change in the Institutional Army	p. 35
High-Level Priorities Reflected in the Army Posture Statement	p. 36
Priorities in the Army Campaign Plan	p. 39
What to Emphasize in the Institutional Army	p. 44
Summary	p. 47
Translating Leadership Priorities into Metrics	p. 49
Roles of Metrics in the Alignment of the Institutional Army	p. 50
Performance of the Operating Force	p. 52
Outputs of the Institutional Army	p. 54
Stakeholders Who Care About the Outputs of the Institutional Army	p. 55
Attributes of Institutional Army Outputs Relevant to Stakeholders	p. 56
Key Subprocesses of an Institutional Army Activity That Help Generate a Flow of Output Today	p. 58
Formal Initiatives to Improve the Performance of Institutional Army Activities	p. 61
Key Inputs to an Institutional Army Activity	p. 62
From Questions to Metrics	p. 64
Applying These Metrics to Support Formal Change Management	p. 70
Relationship of Value Chain Approach to the Strategic Management System	p. 73
Summary	p. 77
Medical Services	p. 81
The Institutional Army Portion of AMEDD	p. 82
A Map of IA-Medical Activities That Links Their Performance to Operational Goals	p. 88
A Map	p. 89
Critical Outputs and Relevant Stakeholders	p. 91
Selecting Metrics	p. 92
Critical IA-Medical Outputs and Associated Metrics	p. 93
Total Force/Operating Force Outcomes Relevant to Medical Services (Octagon 1)	p. 93
OF-Medical Outputs to the Operating Force (Octagon 2)	p. 95
Generating TOE Medical Units (Diamond 3)	p. 98
Ongoing Support for TOE Medical Units (Diamond 4)	p. 100
IA-Medical Direct Support of the Nondeployed Force (Diamond 5)	p. 104
IA-Medical's Services to Dependents and Retirees (Diamond 6)	p. 106
IA-Medical Subprocesses to Deliver Medical Outputs (Octagon 7)	p. 108
Outputs of IA-Medical's Capacity-Building Investments (Diamond 8)	p. 110
Resources Required to Produce IA-Medical Outputs (Diamond 9)	p. 117
Reinserting OF-Medical Units into the IA-Medical Force (Diamond 10)	p. 119
Insights for Evaluation of Value Chains Relevant to Other Army Functions	p. 121
Enlisted Personnel Accessioning	p. 127
Where Accessioning Fits in Institutional Personnel Activities	p. 128
Setting High-Level Performance Goals for Enlisted Accessioning	p. 131
Operating Force Performance Goals	p. 132
Enlisted Accessioning Outputs and Stakeholders Who Care About Them	p. 133
Output Attributes Relevant to Key External Stakeholders	p. 134
Key Subprocesses Relevant to Enlisted Accessioning	p. 137
Initiatives to Change Processes Related to Accessioning	p. 140
Summary	p. 142
Short-Term Acquisition Initiatives	p. 145
Short-Term Acquisition	p. 145
Rapid Fielding Initiative	p. 146
Rapid Equipping Force	p. 147
Setting High-Level Performance Goals for Short-Term Acquisition	p. 149
External Stakeholders for Short-Term Acquisition	p. 150
Attributes of Short-Term Acquisition Outputs Provided to the Operating Force	p. 152
Key Subprocesses of Institutional Army Activity	p. 156
Key Investments in Institutional Army Activity	p. 159
Summary	p. 161
Conclusions	p. 163
The Problem: Aligning the Operational and Institutional Armies	p. 163
The Solution: A Strategic Approach to Change	p. 166
Strategic Location of Institutional Activities in the Army as a Whole	p. 166
Strategic Change Management	p. 169
One Useful Tool: Evaluation of Value Chains for Key Institutional Activities	p. 173
The Promise of Evaluating Value Chains	p. 174
Key Challenges of Evaluating Value Chains	p. 178
Summary	p. 188
Bottom Line: Will the Senior Leadership Invest and Stay the Course?	p. 188
Appendixes
Relevant Aspects of Emerging Changes in the Operating Force	p. 191
Simple Three-Sector Input-Output Model of the Army	p. 197
Major Objectives of the Army Campaign Plan Relevant to the Institutional Army	p. 215
More on Linking Metrics to a Value Chain	p. 231
Background on Army Medical Services	p. 239
Army Strategic Management System	p. 261
Bibliography	p. 271
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