An Analysis of the Department of Defense Strategic Management Process

This study examines the factors which impact on the top level management processes within the Department of Defense. The information presented is based on readings, studies, interviews, questionnaires, and lectures. A review of relevant management theory, an outline of the formal Defense management process, and a presentation and analysis of data regarding the actual process make up the body of the paper. Due to the broad scope of the subject, the conclusions take the form of working hypotheses. The study then recommends specific areas for further study. Among the primary hypotheses are a lack of effective long-range and contingency planning, an absence of an articulated and perceived code of value standards, and an adversary relationship between key participants which short-circuits rational decision-making. Recommendations for further study include creating a specific staff function for planning, eliminating the Service Secretariates, revising the Joint Strategic Planning System, and immediate direct role by the top executives to streamline and sanitize the organization, and establishment of a firm set of value standards.