What the Army needs to know to align its operational and institutional activities / / Frank Camm ... [et al.].

• TeilnehmendeR: Camm, Frank A., 1949-
• Year of Publication: 2007
• Edition: 1st ed.
• Language: English
• Physical Description: 1 online resource (321 p.)
• Notes: Description based upon print version of record.

As the U.S. Army transforms its operating force, inevitably the institutional Army-the "generating force" that fills and sustains the Army's combat units-must change as well. The Army must transform its institutional activities to (1) align them with operating forces in ways that improve support, and (2) release resources from institutional activities that the Army can use to add new brigades and weapon systems. This document describes a way for the Army leadership to negotiate and establish performance goals for institutional activities that give the Army effective control over the alignment

Table of Contents

Cover; Preface; Contents; Figures; Tables; Summary; Acknowledgments; Abbreviations; Chapter One - Introduction; Some Important Words; Road Map; Chapter Two - The Institutional Army and Its Place in the U.S. Army; Alternative Definitions of the Institutional Army; Military Leadership and the Institutional Army; Production Relationships in the U.S. Army; How Changes in Priorities Could Affect InstitutionalActivities; Summary; Chapter Three - Leadership Views on Change in the Institutional Army; High-Level Priorities Reflected in the Army PostureStatement; Priorities in the Army Campaign Plan

What to Emphasize in the Institutional ArmySummary; Chapter Four - Translating Leadership Priorities into Metrics; Roles of Metrics in the Alignment of the InstitutionalArmy; 1. Performance of the Operating Force; 2. Outputs of the Institutional Army; 3. Stakeholders Who Care About the Outputs of theInstitutional Army; 4. Attributes of Institutional Army Outputs Relevant toStakeholders; 5. Key Subprocesses of an Institutional Army ActivityThat Help Generate a Flow of Output Today; 6. Formal Initiatives to Improve the Performance ofInstitutional Army Activities

7. Key Inputs to an Institutional Army ActivityFrom Questions to Metrics; Applying These Metrics to Support Formal ChangeManagement; Relationship of Value Chain Approach to the StrategicManagement System; Summary; Chapter Five - Medical Services; The Institutional Army Portion of AMEDD; A Map of IA-Medical Activities That Links TheirPerformance to Operational Goals; Critical IA-Medical Outputs and Associated Metrics; Insights for Evaluation of Value Chains Relevant to OtherArmy Functions; Chapter Six - Enlisted Personnel Accessioning

Where Accessioning Fits in Institutional PersonnelActivitiesSetting High-Level Performance Goals for EnlistedAccessioning; Summary; Chapter Seven - Short-Term Acquisition Initiatives; Short-Term Acquisition; Setting High-Level Performance Goals for Short-TermAcquisition; Setting High-Level Performance Goals for Short-TermAcquisition; Summary; Chapter Eight - Conclusions; The Problem: Aligning the Operational and InstitutionalArmies; The Solution: A Strategic Approach to Change; One Useful Tool: Evaluation of Value Chains for KeyInstitutional Activities

Bottom Line: Will the Senior Leadership Invest and Staythe Course?Appendix A - Relevant Aspects of Emerging Changes in the Operating Force; Appendix B - Simple Three-Sector Input-Output Model of the Army; Appendix C - Major Objectives of the Army Campaign Plan RElevant to the Institutional Army; Appendix D - More on Linking MEtrics to a Value Chain; Appendix E - Background on Army Medical Services; Appendix F - Army Strategic Management System; Bibliography