Assuming command of the 4th Armored Brigade Combat Team (ABCT) is an honor and a privilege. It is truly a humbling opportunity to be selected to command an exceptional unit with a storied history of mission readiness and success. The past few weeks of observing the unit, in addition to, careful analysis of more recent historical documents from Army research organizations such as the Center for Army Lessons Learned (CALL) and Center for Army Leadership (CAL) have provided necessary insight in understanding the unit’s current state of readiness, culture, and organizational structure. However, derived from this insight, it is supposed that the 4th ABCT’s current operating conditions contain numerous culture gaps and friction points between
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The problem statement facing the 4th ABCT: How to train and sustain the 4th ABCT to successfully assume the RAF mission; given a condensed timeline for training, equipping and developing its Soldiers for a deployment rotation to the NTC, so that they can best execute decentralized security operations in uncertain conditions while maintaining combat readiness after assuming the RAF mission.
Following Bonnot and Walker’s seven-step process for building an organizational vision, the assessment above summarized in the problem statement above serves as a base understanding that helped guide the What, Why, and How of the initial vision for the 4th ABCT. The initial vision:
What- The 4th ABCT rapidly deploys, in support of USARAF RAF missions, to support the command in decentralized operations focused on wide area security and theater security cooperation engagements while still capable of quickly transitioning to war to execute our combat mission.
Why- Effectively accomplishing USARAF operational and strategic objectives; furthering US Interests in the …show more content…
This resulted in a climate of mistrust, lack of confidence in the unit, and a loss in commitment to discipline; all of which jeopardize a successful RAF mission. However, with a concerted effort of leading change, implementing a vision through a strategy of measurable tasks and objectives focused on addressing the three underlying root causes, the 4th ABCT has the potential to reverse negative trends, improve the organization’s climate and effectively reshape the culture to a highly trained, focused unit ready to deploy in support of the RAF
The problem statement facing the 4th ABCT: How to train and sustain the 4th ABCT to successfully assume the RAF mission; given a condensed timeline for training, equipping and developing its Soldiers for a deployment rotation to the NTC, so that they can best execute decentralized security operations in uncertain conditions while maintaining combat readiness after assuming the RAF mission.
Following Bonnot and Walker’s seven-step process for building an organizational vision, the assessment above summarized in the problem statement above serves as a base understanding that helped guide the What, Why, and How of the initial vision for the 4th ABCT. The initial vision:
What- The 4th ABCT rapidly deploys, in support of USARAF RAF missions, to support the command in decentralized operations focused on wide area security and theater security cooperation engagements while still capable of quickly transitioning to war to execute our combat mission.
Why- Effectively accomplishing USARAF operational and strategic objectives; furthering US Interests in the …show more content…
This resulted in a climate of mistrust, lack of confidence in the unit, and a loss in commitment to discipline; all of which jeopardize a successful RAF mission. However, with a concerted effort of leading change, implementing a vision through a strategy of measurable tasks and objectives focused on addressing the three underlying root causes, the 4th ABCT has the potential to reverse negative trends, improve the organization’s climate and effectively reshape the culture to a highly trained, focused unit ready to deploy in support of the RAF