
Contents
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The Transformation Decade: 1999–2009 The Transformation Decade: 1999–2009
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Forecasting the Environment Forecasting the Environment
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Defining the Problem Defining the Problem
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Aligning the Innovation Approach Aligning the Innovation Approach
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Innovation Champions Innovation Champions
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Integration and Scope Integration and Scope
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Innovation Command and Control Innovation Command and Control
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War-Gaming, Experimentation, and Prototyping War-Gaming, Experimentation, and Prototyping
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Exploiting and Mitigating Process Exploiting and Mitigating Process
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Requirements Definition Requirements Definition
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Acquisition Scheduling Acquisition Scheduling
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Research and Development Research and Development
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Budgeting/Affordability Budgeting/Affordability
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Leveraging the Human Dimension Leveraging the Human Dimension
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Emotional Intelligence Emotional Intelligence
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Leadership Commitment Leadership Commitment
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Complexity Complexity
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Political Positioning Political Positioning
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Culture Culture
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What Have We Learned? What Have We Learned?
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Notes Notes
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13 Stryker Brigade Combat Team vs Future Combat System: An Institutional After Action Report on Innovation in the Transformation Decade
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Published:May 2019
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Abstract
This chapter extends the time-honored tactical technique of the Operating Force--the After Action Report--and applies it to two transformation efforts of the US Army: the successful fielding of the Stryker Brigade Combat Team (SBCT), and the ill-fated Future Combat System (FCS). Five "institutional innovation challenges" are applied to each effort: Forecasting the Environment. Did the Army accurately forecast the Operating Environment that shaped these programs? Defining the Problem. Did the Army effectively (and compellingly) define the operational problem(s) the programs should solve? Aligning the Innovation Approach. Was the institutional innovation model properly aligned to Army institutional realities? Exploiting and Mitigating Process. Were the programs able to leverage institutional process while mitigating process limitations and pitfalls? Leveraging the Human Dimension. Did the program properly account for the human factors of leadership, politics, complexity, and culture? The disparate success of these two capability development efforts is clearly traceable to how they fared in addressing these challenges.
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