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Setting Objectives

Setting Objectives

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Setting Objectives

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  1. Setting Objectives Dr. Teri McConville

  2. Strategic Management Process InternalAssessment StrategyFormulation(Planning) StrategyImplementation StrategicControl EnvironmentalAnalysis

  3. Strategic Defence Review Adapted from the Ukraine 2008 White Book, p15 Internal Assessment Current organisationof the ArmedForces Current Capabilities CapabilityGaps State Capabilities for support of Defence ManagementStrategy Required capability Environmental Aims of military security Definition of priorities Threatassessment Policy Making Analysis

  4. A Strategic Framework Objectives Role/Purpose Targets Efficiency/Effectiveness BALANCED SCORECARD Resources Measures Initiatives CapacityBuilding

  5. 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."

  6. Stage 2: analyse vision according to 4 perspectives Objectives Role/Purpose Targets Efficiency/Effectiveness BALANCED SCORECARD Resources Measures Initiatives CapacityBuilding

  7. Four Questions to Ask Requirements as defined by policy Role Efficiency & effectiveness Resources Capacity building • 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?

  8. From UkrainianStrategic Defence Bulletin to 2015, p.40 Four Questions to Ask Main Defence Forces 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 • What is our purpose? • What do we need to do? • What do we need, to do it? • What do we need for the future?

  9. Stage 3: express vision as strategic aims Role/Purpose Efficiency/Effectiveness BALANCED SCORECARD Resources Capacity Building

  10. Defence Balanced Scorecard 2008 - UK MoD Purpose (Role) Are we fit for today’s challenges and ready for tomorrow’s tasks Defending the United Kingdom and its interests; Strengthening international peace and stability; Acting as a force for good in the world Enabling Processes (Efficiency & effectiveness) Are we a high performing organisation? Resources Are we making best use of our resources? Future (Capability Building) Are we building for the future?

  11. UK Defence Scorecard in more detail Purpose (Role) Resources People: Manage our people to provide sufficient, capable and motivated Service and civilian personnel.. Finance and Value for Money: Maximise our outputs within allocated financial resources. Estate: Maintain and develop estate infrastructure of the right capability and quality. • Current Operations: Succeed in Operations and Military Tasks today. • Future Operations: Be ready for the tasks of tomorrow. • Policy: work with allies, other governments and multilateral institutions to provide a security framework that matches new threats and instabilities

  12. Enabling Processes (Efficiency & effectiveness) Future (Capability Building) Future Capabilities: Develop the capabilities required to meet the tasks of tomorrow.. Change: Develop flexible and efficient organisations, processes and behaviour to support the Armed Forces. Future Personnel: Deliver the personnel plans to meet the needs of current and future tasks • Military Equipment Procurement: Equip and support our Armed Forces for operations now and in the future. • Infrastructure Procurement: Invest in strategic infrastructure to support defence outputs. • Security & Business Continuity: Enable secure and resilient operational capability.. • Safety: Minimise non-combat fatalities and injuries. • Reputation: Maintain our reputation amongst our own people and externally • Sustainable Development: Work with other government departments to contribute to the Government’s wider agenda, including sustainable development.

  13. What are the critical success factors for achieving strategic goals? What are the critical measures that indicate strategic direction? What actions should we take? Stage4: Determine … • Helps us to determine our priorities. • What are the standards that we need to achieve? • The beginning of the action plan.

  14. A UK Example Resources • People: Manage our people to provide sufficient, capable and motivated Service and civilian personnel. • Finance and Value for Money: Maximise our outputs within allocated financial resources. • 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

  15. 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.

  16. 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.

  17. Manning Balance: Critical Measures

  18. 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.

  19. Step 6 Consider your goals as the foundation for a control and reporting process …

  20. =satisfactory =minor weakness =serious weakness =critical weakness Reporting performance(Example) Process Improvement Training Logistics Support Acquisition Outputs Output/Deliverables Operations Effectiveness Policy Learning and Development Investing in people Lessons learned Information Technology Resource Management Budget Manning Level Estate Reputation

  21. 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

  22. 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

  23. 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.