Wednesday June 3, 2009
What is Institutional Adaptation?
Institutional Adaptation is the next stage in Army transformation. Its goals are to improve Army Force Generation (ARFORGEN), adopt an enterprise approach to strategic decision-making and reform the requirements and resource processes. By organizing around the Army's core process, ARFORGEN, Institutional Adaptation enhances the Army's versatility in response to a complex strategic environment. It isn't a change to organizational structure but is instead a drive to improve collaboration, synchronization and integration across the entire force. Improved cooperation will yield better decisions faster and lead to increased predictability and reduced turbulence for our Soldiers and families.
What has the Army done?
Last summer, the Enterprise Task Force (ETF) was chartered to incorporate an enterprise approach to Army decision-making and lead the institutional adaptation of Army culture, organizations and processes. Since then, the Army Enterprise Board, chaired by the secretary of the Army with representation from the secretariat staff and Army commands, has met routinely to collaborate on strategic Army issues. Also, the Generating Force has functionally aligned into four core enterprises (CEs) aligned around the inputs to the ARFORGEN process (Readiness, Human Capital, Materiel, Services and Infrastructure).
What continued efforts does the Army have planned for the future?
The Army is using an enterprise approach to tackle some of its most daunting challenges and all core enterprises are actively contributing to the effort. The Readiness CE is executing the RESET ROC drill on June 17, 2009, which will identify areas where an enterprise approach would improve the ARFORGEN process. The Human Capital CE is developing courses of action to phase out stop-loss while maintaining readiness. The Materiel CE is adjusting its processes to provide the Army's senior leadership with the most accurate information for timely and sound decision making to optimize logistical support to the warfighter. The Services and infrastructure CE is using an enterprise approach in developing and implementing the Army's sustainability campaign.
Why is this important to the Army?
The current demand for forces exceeds the sustainable supply and limits our ability to respond to full-spectrum contingencies. The Army must continue to accomplish its mission in an environment characterized by persistent conflict, strategic complexity and decreasing resources. We have succeeded to this point through the heroic actions and tremendous sacrifice by our Soldiers and families. Moving ahead, Institutional Adaptation is critical to lightening their load of our most precious resource, our people.
INFORMATION YOU CAN USE
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WHAT'S BEING SAID IN BLOGS
ABOUT THE ARMY
"We have to stay on this issue. We have to continue to look to support those … who we are asking to do so much, who have done so much, sacrificed so much, made such a difference, and figure out a way to make sure we are taking care of them."
- Adm. Mile Mullen, emphasizing the importance of mental health services to troops
"Being a non-commissioned officer is about leading, training and mentoring Soldiers. Your job as an NCO is to enforce the standards. Train your Soldiers hard at every opportunity. Do not be afraid to fail; there will be times when you will not succeed. Learn from the failure and move on. Inspect do not expect. Be motivated and motivate your Soldiers."
- Sgt. 1st Class Eric Helmer, battalion motor sergeant, 391st Combat Sustainment Support Battalion, 16th Sustainment Brigade, has been leading troops since 1997, when he became an NCO
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