THE APPLIED FUTURES – STRATEGIC SYNTHESIS TEAM’S
PAST PERFORMANCE – EXAMPLES:

In their Past Performance Evaluation, conducted by Dun & Bradstreet for their GSA MOBIS Schedule award, The Team’s overall D&B rating was 1.08 on a scale where 1=Exceeded Expectations, 3=Met Expectations, 5=Below Expectations.


Customer: National Defense Industrial Association, Strike, Land Attack and Air Defense Division, OPNAV N7 and MCCDC

To prepare a roadmap for developing FORCEnet to enable the Joint Warfighter through Network Centric Warfare

Point of Contact: VADM James Doyle, USN (Ret), Vice Chairman, NDIA Strike, Land Attack and Air Defense Division
Tel: 301 320 4170

Objectives of the project, led by Dr. Stephen Woodall, and with Christine MacNulty as Team Leader for the Human Element Focus Group:

Project Results:

The study was conducted as twelve 3-day formal workshops conducted over twelve months, plus many informal workshops of 1-2 days each, for the various Focus Groups. It produced a detailed road map of how to achieve FORCEnet – with specific recommendations for architectures, interoperability, systems, technologies and the human element (everything from recruitment, selection, education, training, retention, incentives…to organization structures and cultural change). Both Sponsors VADM Nathman (OPNAV N7) and LTG Hanlon (CG, MCCDC). the study sponsors, were delighted with the results.

Participants:

Approximately 150 senior participants from industry (including contributors from all the major defense contractors) and 90 from government.


Customer: National Defense Industrial Association, Strike, Land Attack and Air Defense Division, OPNAV N7, N8 & N6

To prepare a roadmap for developing the Single Integrated Picture (SIP)

Point of Contact: VADM James Doyle, USN (Ret), Vice Chairman, NDIA Strike, Land Attack and Air Defense Division
Tel: 301 320 4170

Objectives of the project, led by Dr. Stephen Woodall, and with Christine MacNulty as the Coordinator between the various small working groups:

Project Results:

The study was conducted as twelve 3-day formal workshops conducted over twelve months, plus informal workshops of 1-2 days each, for the various focus groups. It produced a detailed road map of how the Navy can achieve SIMP (the Single Integrated Maritime Picture) – with specific recommendations for architectures, interoperability, systems, technologies and the human element. The Navy Sponsor, VADM McGinn (OPNAV N7) was delighted with the results.

Participants:

Approximately 90 senior participants from industry (including contributors from all the major defense contractors) and 80 from government.


Customer: U.S. Department of the Navy – Program Executive Office for Information Technology (PEO IT)

To develop 2 strategic plans – one for the organization itself, and the other for the Enterprise Solutions part of PEO IT.

Point of Contact: Mr. Joe Cipriano, PEO IT (now retired), or Ms. Marsha Thurman, Director of Operations
Tel: 703 602 0703 for Ms. Thurman

Objectives of the projects:

For the Organization:

For Enterprise Solutions:

Participants: The projects were conducted with approximately 50 participants from PEO IT, the various “matrixed” organizations, several contractors and key stakeholders

Project Results:

The projects were conducted as one 3-day and one 4-day workshops conducted over seven contiguous working days. The organization is fairly new, and many of the participants had not worked together before, and so the workshop was designed to develop good communications and a team spirit, as well as to achieve the objectives. The objectives were achieved on time and within budget. As the Director of Operations said – the project was worth every penny!


Customer: U.S. Department of the Navy – Office of Naval Research, Code 311

To develop a Strategic Framework to guide the Science & Technology Program Planning to support distributed, integrated Theater/Force Battle Command

Point of Contact: Dr. Paul Quinn (since retired)

Objectives of the Project:

Participants: The project was conducted with 38 participants from OPNAV, HQMC, MCCDC, NSWCDD, SSCSD, NAWC, NUWC, other subject matter experts and the ONR team.

Project Results:

The project was conducted as a two-day intensive, interactive workshop. The process followed a logical sequence from exploring Integrated Theater Battle Command, to identifying the capabilities of land Attack, Strike and Theater Air and Missile Defense, their implications for Combat Systems Integration, and finally for Advanced Information Technology. The participants then synthesized the results into major Technology Thrusts and programs for ONR 311. The group achieved complete consensus on 6 major Technology Thrusts and their component Programs, and identified 3 top-level Goals for ONR in dealing with its relationships with stakeholders. The ONR team was delighted with the results – “pleasantly overwhelmed” as one of them said.


Customer: U.S. Department of the Navy – OPNAV N3/5 (VADM Natter) and N6 (RADM Mayo)

To develop a Strategy to enable the Navy to achieve Knowledge Superiority

Point of Contact: Then RADM(S) Tim Holden, USN (OPNAV N34) (since retired)

Present Tel: 703 798 2960 / 703 465 9568

Objectives of the Project:

Participants: Up to 62 Senior Officers (including 14 Flag Officers) and Civilians from OPNAV, the Fleet, the intelligence community, NWC, NWDC, NPS…

Project Results:

The project took the form of an intensive, interactive workshop with up to 62 senior officers as participants. While many of the Flag Officers attended for the first and last days, several participated for the entire six days. The project achieved all its objectives on time and well within budget. At the end of the workshop the participants had a genuine consensus on the definition of Knowledge Superiority, a vision, policy statement, top-level goals, objectives and strategies. The action plan contained 169 action items that were coordinated by N3/5 and N6. Marketing efforts were directed to obtain buy-in from those members of OPNAV and the Fleet who were not able to attend the workshop. As VADM Natter commented prior to the workshop – “this is a starting point, not the final result”. But the workshop produced a very good starting point, and many of the strategies have become integral parts of the Navy’s Maritime Strategy.


Customer: U.S. Department of the Navy – NAVSEA Warfare Systems Directorate (NAVSEA 05)

To develop a strategic direction for the new organization, to assign roles and responsibilities, and to build a strong and effective team for SEA 05

Point of Contact: Mr. Joe Cipriano, then Executive Director SEA 05, now retired, and Jim Egeland, now Executive Director of NAVSEA Dam Neck, and Deputy Executive Director of NSWC

Tel: 757 492 6313

Objectives of the Project:

Participants: The military and civilian leadership of SEA 05 and its Divisions

Project Results:

Mr Cipriano was highly pleased with the results. He went so far as to say that anyone who knows him knows that he would rather have open heart surgery than participate in an offsite, but this was the first one in his experience that had produced such practical and immediately executable results. For the first time since SEA 05 had been stood up, people understood SEA 05’s Mission, knew what they were doing, and knew for whom they worked. Each Division was able to identify its own roles and responsibilities, and developed its own goals, strategies and POA&Ms.


Customer: U.S. Department of the Army - Space & Missile Defense Command (SMDC) – 2 projects

  1. To develop a vision-based strategic plan for the SSDC
  2. An azimuth check and sustaining the vision project

Point of Contact: LTG Edward Anderson, USA, then CG SMDC, now the Deputy Commander, US NORTHCOM

Tel: 719 554 5892

Objectives of the First Project:

Participants: The leadership of the SMDC and its six component organizations

Project Results:

The project achieved all the objectives on time and within budget. By the end of the third day of the workshop, the leaders of the component organizations, who had previously not wanted to work together were using the words - we, us, ours - and clearly they were developing a genuinely shared view of what the SMDC was and where it was going. The overall Vision, Goals and Strategies were owned by each of the members of the leadership, and each of them was committed to taking them further. This was illustrated most clearly towards the end of the project, when we asked the participants to define their core identity and capabilities. Rather than these being a list of the component organizations and their main roles, the core identity cut across all six component organizations, with their capabilities mapped into four main functional areas. General Anderson was delighted with the results, and awarded each of us a Command “coin” for excellence. Following the workshop, and based on its results, the SMDC undertook a major reorganization, stood up several new component organizations including a Battle Lab, and became the proponent and integrator for both Space and Missile Defense.

Objectives of the Second Project for the SMDC:

Fifteen months on, LTG Anderson wanted to conduct an “Azimuth Check” to ensure that the SMDC was still on the right track. The objectives were to:

Project Results:

With many of the same participants as were present for the first project, it became clear that the team-building conducted fifteen months earlier had lasted. The participants were obviously friends as well as colleagues, and the discussion was all about the SMDC itself, rather than their component organizations. Working with the leadership, we discovered that the Vision was still relevant; we came to the conclusion that they needed one more goal, and the strategies to support it; we assessed their progress with each of the existing goals and strategies, decided what more needed to be done, and assigned actions to appropriate participants; finally, we spent a significant amount of time developing strategies to win the support of key stakeholders, including the next Commanding General. General Anderson was very pleased with the results of this project, and awarded each of us another Command “coin”.


OTHER PROJECT DESCRIPTIONS - IN LESS DETAIL

Customer: U.S. Department of the Navy - Chief of Naval Education & Training (CNET) – 2 projects

  1. A vision-based strategic planning project for CNET
  2. A project to move the vision forward through a change of command

Point of Contact: VADM Patricia Tracey, USN, then CNET/N7, now Director of the Navy Staff

Tel: 703 695 4337

Customer: U.S. Department of the Navy - (N 091) Director, Test & Evaluation and Technology Requirements

To develop the Science & Technology Requirements Guidance for 1996

Point of Contact: Dr. Jim Andrews, then Director, OPNAV N911B

Tel: 703 601 1790

Customer: U.S. Department of the Navy - Naval Special Warfare Group ONE - 2 projects.

  1. To develop a vision-based strategic plan for the SEALs
  2. To sustain the vision and Quantum Leap through a change of command

Point of Contact: CAPT Timothy Holden, USN (since retired)

Tel: 703 798 2960 / 703 465 9568

Customer: The Joint Theater Air and Missile Defense Organization (JTAMDO) – 2 projects.

  1. To identify the existing roles and responsibilities of the various players in TAMD, and to identify ways in which the TAMD process might be improved
  2. To update and refine the JTAMDO Strategic Plan and, at the same time, to bring the new Chief of Staff on board, so that he could “hit the ground running”. Both of those projects exceeded the client’s expectations

Points of contact: RADM Herb Kaler, USN (since retired) and MG Larry Dodgen, now CG USAMCOM.

Tel: 703 814 7551 for RADM Kaler

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