agile defense: redefining defense organizations as agile enterprises

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For defense leaders, the twenty-first century brings a daunting mix of familiar threats and new challenges. To deal with these new threats, they're going to need new defense strategies and make their organizations more agile, smarter, faster, more adaptable, collaborative and accountable. Creating an agile organization takes strong leadership and often difficult change. More info: http://www.pwc.com/us/en/public-sector/publications/agile-defense.jhtml

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  • 1. www.psrc.pwc.comAgile DefenseA PwC Public Sector Research Centre Publication

2. Contents>3Beginning the conversation4IntroductionFeatures5Why is defense in the 21st century so different?9Agile Defense The new strategic capability21The future for defense organizations27Closing thoughts Opening a dialogue28Contributors and Methodology29ContactsBackcover About PwCAgile Defense2 3. Beginning the conversation Redening Defense Organizations as Agile Enterprises>Our goal in publishing this report is to highlight the challenges facing national and multi-national defense organizations and to set out our views on the most compelling way forward for them. The research builds on our existing knowledge of the government defense environment from working with defense organizations across the world and further draws on specic insights gathered through interviews of senior defense ofcials. Specically, in the second half of 2010, we engaged civilian and military defense leaders from the various nations, large and small, from around the world in informal face-to-face and telephone conversations about the state of government defense organizations. Participants in the discussions included active and retired generals representing the armed forces and military staffs, civilian leaders of ministries and departments of defense, as well as senior strategists and academics in defense. This report is not meant to be comprehensive in nature. Nonetheless, it presents the overarching themes confronting the defense environment within the public sector and also reveals how government organizations are evolving to counter current and emerging threats. Each nation and military alliance has complex challenges and goals that are inextricable from the government(s) they support. Drawing upon our understanding of the diverse nature of defense organizations and the insight of military and defense leaders, we offer this summary as a broad perspective for discussing these issues in a solutions-oriented manner. The report touches on the enablers and obstacles that inuence defense organizations from moving toward a more agile range of capabilities. It concludes with our view of the critical building blocks of an agile defense organization. There are multiple areas that we think, if addressed deliberately, may transform todays defense organizations into agile enterprises--and it is agility that we believe will be the key to security in the long run. We appreciate the civilian and military defense leaders who responded to our questionnaire and provided time for in-depth interviews. Given the sensitive nature of defense and security topics, specic sentiments and comments are not attributed in this report. However, broader details regarding our sampling and methodology for this global report are set out on page 28. The report would not have been possible without the active participation of all those who contributed to our data collection and writing efforts. We would like to thank all respondents for their contributions and whose views form the basis for this report.Thomas Modly, PwC Global Government Defense Network Leader3PwC Public Sector Research Centre publication 4. Introduction>For defense leaders, the 21st century brings a daunting mix of familiar threats and new challenges. Defense leaders know that combating the threats of this new century requires new defense strategies and more capable defense organizations to support them. Such organizations must be smart, fast, adaptive, collaborative, and accountable - in a word: agile. But while this requirement is generally well-recognized, creating more agile organizations will require strong leadership and difcult change. The list of current threats to any nations security is long--and growing. Weapons of mass destruction, ballistic missiles, terrorism, cyber attack, piracy, failed states, illegal trafcking, natural disasters, disease, and limited energy and natural resources, have all joined conventional military threats to create a dynamic threat environment that is challenging defense leaders in new ways. So while there is debate over what, or who, poses the greatest threat to security, there is broad consensus that the range of threats to security is becoming more wideranging and varied. What this means for defense organizations around the world is that preparing to defend ones nation, and ones allies, from this diverse threat environment will require far more capable and adaptable organizations. To maintain security and stability, ministries and departments of defense must adapt and shift in response to threats that cover a much fuller spectrum of defense challenges. This fact is complicated by the concurrent scal pressures to cut defense spending that have been exacerbated by the global nancial crisis, and the need, in this resource-constrained environment, to prepare for future threats while meeting the demands of ongoing operations. This publication contributes to the debate and offers the concept of agile defense as a potential solution to help reconcile the tensions created by ever-evolving threats, increased reliance on technology, and tighter defense budgets for most nations and alliances in the coming years.Agile Defense4 5. Why is defense in the 21st Century different?>5PwC Public Sector Research Centre publicationNational security threats, and the strategies to combat them, shift and evolve over time. Sometimes the shifts are dramatic and other times they are more gradual. Long periods of relative stability, such as the one from 1945-1989, in which Cold War doctrines dominated national strategies, produced fairly static and stable defense organizations and bureaucracies. The range of threats to which signicant resources were applied was fairly narrow (e.g. nuclear deterrent forces, largescale ground forces, deep water navies to protect sealanes of commerce, and large regional military alliances). Despite some wishful thinking, the end of the Cold War did not make planning and preparedness any simpler for national security strategists, or the defense organizations that were tasked with carrying out such strategies. Rather, as threats became more diverse and less dened through the lens of Cold War politics, defense organizations have found themselves struggling with how best to adapt. While threats have become more diverse, asymmetric and unpredictable, defense organizations face numerous obstacles to change, notably size, tradition, and bureaucracy. For many nations supporting combat operations, the biggest challenge may be processes, procedures and mindsets that reect peacetime priorities. Meanwhile resource constraints, which could serve as a catalyst for change, may have the opposite effect of impeding bold innovation. 6. The New Range of AdversariesPerhaps the most vexing problem modern defense organizations face today is the broad expansion of who, or what, may be considered a threat or an adversary. During the Cold War, the delineation of prospective enemies, and more importantly their war-ghting capabilities, was very clear. The current environment is far less dened. Threats by traditional nation-states with conventional military capabilities still exist, as do strategic nuclear threats. These threats have not simply gone away, or narrowed, in the post-Cold War era. They have in fact expanded and become complicated by the emergence of non-state actors such as terrorist organizations, ethnic, religious, and ideological zealots and others who, through access to both low-tech and high-tech means of disruption and violence, have the ability to inict signicant political, physical, and economic damage to a nation. Meanwhile in counter-insurgency situations like Afghanistan, civilian populations rather than enemy forces are the new center of gravity.Al Qaedas emergence demonstrates the nature and disruptiveness of a 21st century unconventional threat. The organizations reach is global; it has demonstrated its ability to strike civilian, military, and diplomatic targets and it is very difcult to isolate and defeat through conventional means. Al Qaeda, together with its afliates, is the best-known example - and the most ambitious- but other organizations can avail themselves of the same technologies, opportunities and vulnerabilities. As illustrated in gure 2 (below), the new reality threat environment is less linear. Small actors have enhanced their ability to cause massive disruption and/or destruction. The prominence of counter-insurgency in Afghanistan, and non-conventional military and para-military forces in recent civil wars (e.g., Lebanon, Sudan) and other cross-border conicts, as well as the recent surge in piracy in the Horn of Africa similarly demonstrate the need for new thinking, strategies, and organizational capabilities.Globalization has ensured that the list of national security risks nations must manage will continue to grow. People, information, and technology can travel far faster than ever before, thereby allowing groups and individuals not afliated with any nation to pose a signicant security threat. Whether armed with box-cutters, jet fuel, and gravity (9/11), a gun (the assassin of Pakistani politician Benazir Bhutto), a deadly batch of fertilizer and diesel fuel (Timothy McVeigh, the Oklahoma City bomber), bacteria (Anthrax), or a computer (Stuxnet), individuals or small groups have more power than ever to cause tremendous disruption to large populations. Mass communications can inform broad audiences instantaneously, and turn local events into an international crisis just as quickly. In todays world, a threat arising anywhere in the world has the power to disrupt security everywhere in the world.Figure 2:The range of adversaries faced by defense organizations and the adversaries disruptive potential historically and todayAgile Defense6 7. The Accelerating Impact of Technology>In todays world of rapid change,