Air Force Nuclear Enterprise Organization: A Case Study
Air Force Institute of Technology WPAFB
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Significant organizational changes have recently occurred in the Air Force to bolster the Air Force Nuclear Enterprise AFNE. Such changes include the standup of AFGSC, the HAFA10 Directorate, and the re-organization of AFNWC. However, General Welsh CSAF, Eric Fanning 2013 acting SECAF and Chuck Hagel 2014 SECDEF continued to demand further organizational changes. The problem is that the AFNE has not been characterized in terms of an organizational structure. Viewing the enterprise organizationally allows the application of organizational theory and commercial business models to effectively evaluate the enterprise and advocate for appropriate changes to improve the AFNEs performance. Literature review provides valuable insight into the organizational design parameters that shape organizational structures. To characterize the AFNE, senior leaders across NAFs, MAJCOMs and HAF were asked to complete a survey regarding design parameters as they pertain to the current and future AFNE. Results and case study data were analyzed, represented statistically, modeled, and compared with commercial business models. This study highlighted, that although much has been done to improve how the AFNE organizationally functions, the complexity of the AFNE due to its conglomeration of organizations, missions, authorities, and structures make effective comparison difficult. However, opportunities still exist for future meaningful changes.