Fit for Purpose: How Should the Higher Levels of Defence Be Organised in the Contemporary Strategic Environment?

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Notes

1 See, for example, Norwegian Ministry of Defence, Norway’s Future Defence. The Implementation Proposition. A Short Version of Government Proposition No. 55 (2001-2002) (Oslo: Norwegian Ministry of Defence, 2002) p.8, <www.regjeringen.no/upload/FD/Dokumenter/Gjf-kort_eng.pdf>, and Ministry of Defence (Netherlands), Introducing the Central Staff of the Netherlands Ministery (sic) of Defence (The Hague: Ministry of Defence 2006) p. 3, <www.defensie.nl/english/organisation/ministry_of_defence/central_staff/>, both accessed 6 March 2012.

2 M. G. Mullen, The National Military Strategy of the United States of America 2011: Redefining America’s Leadership (Washington DC: The Joint Chiefs of Staff, February 2011) p.2.

3 HM Government, A Strong Britain in an Age of Uncertainty: The National Security Strategy, Cm 7953 (London: TSO2010) p.3.

4 A more detailed version of the model, which includes supporting references which capture and illustrate each of these features, is available on our website at http://www.icds.ee/strategic_environment_model

5 Hew Strachan, ‘One War, Joint Warfare’, RUSI Journal 154/4 (Aug. 2009) p. 22.

6 Independent International Fact-Finding Mission on the Conflict in Georgia, Report of Independent International Fact-Finding Mission on the Conflict in Georgia, 3 Volumes (Brussels: Council of the European Union 2009).

7 Gen. Sir David Richards, speech at RUSI Land Warfare Conference, London, 23–25 June 2009.

8 David S. Alberts, The Agility Advantage: A Survival Guide for Complex Enterprises and Endeavours (Washington DC: DoD Command and Control Research Program 2011) pp.56–7.

9 Horst W. J. Rittel and Melvin M. Webber, ‘Dilemmas in a General Theory of Planning’, Policy Sciences 4 (1973) pp.160–7.

10 Alan Beyerchen, ‘Clausewitz, Nonlinearity, and the Unpredictability of War’, International Security 17/3 (Winter 1992/93) p.60.

11 Larry L. Watts, ‘Reforming Civil-Military Relations in Post-Communist States: Civil Control vs Democratic Control’, Journal of Political and Military Sociology 30/1 (Summer 2002) p.51.

12 Jeffrey T. Macher and Barak D. Richman, ‘Organisational Responses to Discontinuous Innovation: A Case Study Approach’, International Journal of Innovation Management 8/1 (March 2004) pp.87–114.

13 Sebastian Raisch, Julian Birkinshaw, Gilbert Probst, and Michael L. Tushman, ‘Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance’, Organization Science 20/4 (July–Aug. 2009) pp.685–95.

14 Larry P. Pleshko, ‘Strategic Orientation, Organisational Structure, and the Associated Effects on Performance’, Journal of Financial Services Management 12/1 (2007) pp. 53–64.

15 Gerry Johnson, Kevan Scholes and Richard Whittington, Exploring Corporate Strategy, 7th ed. (Harlow: Financial Times Prentice Hall 2005) p.433.

16 Robert P. Vecchio, Organizational Behavior, 6th ed. (Mason, OH: Thomson South-Western 2006) p.330.

17 Steve Conway and Fred Steward, Managing and Shaping Innovation (Oxford: OUP2008) p.243.

18 Ibid. pp.247–53.

19 Ibid.

20 David A. Garvin, Learning in Action: A Guide to Putting the Learning Organization to Work (Boston, MA: Harvard Business School Press 2001) p. 11.

21 S.C.Goh, ‘Toward a Learning Organization: The Strategic Building Blocks,’ SAM Advanced Management Journal 63/2 (1998) pp.15–22.

22 Peter Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (London: Random House Business Books 2006) pp.217–52.

23 Thomas Garavan, ‘The Learning Organization: A Review and Evaluation’, The Learning Organization 4/1 (1997) pp.18–29.

24 Goh (note 21).

25 David Tranfield, Ivor Parry, Sarah Wilson, Stuart Smith and Morris Foster, ‘Teamworking: Redesigning the Organization for Manufacturing Improvements,’ Technology Analysis & Strategic Management 11/2 (1999) pp. 143-158.

26 Vecchio (note 16) pp.325–6.

27 Conway and Steward (note 17) p.243.

28 Johnson et al. (note 15) pp.435–7.

29 Deborah Dougherty and Cynthia Hardy, ‘Sustained Product Innovation in Large, Mature Organizations: Overcoming Innovation-to-Organization Problems’, Academy of Management Journal 39/5 (1996) pp.1120–53.

30 Ian Palmer, Richard Dunford and Gib Akin, Managing Organizational Change: A Multiple Perspectives Approach (New York: McGraw-Hill Irwin 2006) pp.145–55.

31 Conway and Steward (note 17) p. 261.

32 US Army, Commander’s Appreciation and Campaign Design, TRADOC Pamphlet 525-5-500 (Fort Monroe, VA: US Army Training and Doctrine Command 2008) p.1.

33 Johnson et al. (note 15) p.27.

34 Directorate of Force Development (UK), Agile Warrior 11: Summary of Insights (Andover: Headquarters Land Forces c 2011) p.10.

35 Senge (note 22) pp.163–90.

36 US Army, The Army Capstone Concept: Operational Adaptability: Operating under Conditions of Uncertainty and Complexity in an Era of Persistent Conflict, 2016–2018, TRADOC Pamphlet 525-3-0 (Fort Monroe VA: US Army Training and Doctrine Command 2009) p.28.

37 Ministry of Defence (Estonia), National Defence Strategy: Estonia (Tallinn: Ministry of Defence 2011) p.6.

38 Michael Howard, ‘The Transformation of Strategy’, The RUSI Journal 156/4 (Aug.t/Sept. 2011) p. 15.

39 Neville Bolt, ‘The Leak Before the Storm: What Wikileaks Tells Us About Modern Communication’, The RUSI Journal 155/4 (Aug./Sept. 2010) p.49.

40 Ministry of Defence (UK), Adaptability and Partnership: Issues for the Strategic Defence View, Cm 7794 (London: The Stationery Office 2010) pp.19–20.

41 Development, Concepts and Doctrine Centre (UK), Decision-Making and Problem Solving: Human and Organisational Factors, Joint Doctrine Note 3/11 (Shrivenham: DCDC 2011) pp.4–5.