Strategic planning for the armed forces |
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Institution: | 1. Department of Social Sciences and Business (ISE), Roskilde University, University Road 1, Building 14.2.47, DK-4000, Denmark;2. Danish Institute for International Studies, Denmark;3. University of Gothenburg, Sweden;4. University of Eduardo Mondlane, Mozambique;1. School of Electrical & Computer Engineering, National Technical University of Athens, Athens, Greece;2. Technical University of Mombasa, Mombasa, Kenya;3. Euro-Mediterranean Center on Climate Change (CMCC), Lecce, Italy;4. Grantham Institute for Climate Change and the Environment, Imperial College London, London, United Kingdom;5. Basque Centre for Climate Change (BC3), Bilbao, Spain;6. Bruegel, Brussels, Belgium |
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Abstract: | The author points out that in most countries the defence department is a very large ‘business’. He claims that, although long-range planning in the Canadian Department of National Defence may not be perfect, it does follow the stages of traditional strategic planning. He describes these stages, pointing out some innovations which he feels could be of value to other government departments in other countries as well as to large corporations in the private sector. He emphasizes the importance of feedback and describes ‘capability components’ which have been developed in the Canadian defence department to replace the traditional thinking in terms of ‘Army, Navy, Air Force’. Each capability component focuses on the required output/result and has a sponsor who is responsible for developing plans for the long-term ‘state of health’ of his capability component. Overall, the author makes a strong case for forward-looking and results-oriented strategic planning. |
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