As officers proceed through the ranks of the United States (U.S.) military they must not only demonstrate the capability of executing a given task but also the ability to provide insight on issues and events to assist in the formulation of plans and options. Their advice shapes the manner in which a decision maker interprets a given situation and ensures an informed decision is made. While the number of senior leadership positions within the Department of Defense (DoD) is relatively limited, most officers, including the ones selected for senior command, will serve as strategic advisors to both military and civilian leaders. Developing an officer to become a strategic advisor involves creating and/or sharpening a number of internal attributes,
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C.S. Lewis describes the notion of an “inner ring” that is formed not solely through the establishment of a hierarchal structure, but through relationships and the desire individuals have to participate in the decision-making processes. The access granted by a strategic leader is essential for a strategic advisor to effectively contribute to the mission. Thus, an effective strategic advisor operates at the strategic level of an organization, possesses either the subject matter expertise in a particular field or a diverse knowledge base that can be accessed and applied across the spectrum of activity, has the propensity for multi-dimensional collaboration across organizations within a bounded network, and most critically has access to and the trust of the senior leader. While the ultimate responsibility for decisions rest with senior leaders, strategic advisors prepare them to make choices and decisions by examining the information available, determining the context behind the activity, and clearly articulating both the situation and the options available for execution. Evaluating Kautilya and his writings’ impact on modern-day cultures provides strategic advisors with a better understanding of the decision-making processes of competitors or adversaries by correctly interpreting observable
C.S. Lewis describes the notion of an “inner ring” that is formed not solely through the establishment of a hierarchal structure, but through relationships and the desire individuals have to participate in the decision-making processes. The access granted by a strategic leader is essential for a strategic advisor to effectively contribute to the mission. Thus, an effective strategic advisor operates at the strategic level of an organization, possesses either the subject matter expertise in a particular field or a diverse knowledge base that can be accessed and applied across the spectrum of activity, has the propensity for multi-dimensional collaboration across organizations within a bounded network, and most critically has access to and the trust of the senior leader. While the ultimate responsibility for decisions rest with senior leaders, strategic advisors prepare them to make choices and decisions by examining the information available, determining the context behind the activity, and clearly articulating both the situation and the options available for execution. Evaluating Kautilya and his writings’ impact on modern-day cultures provides strategic advisors with a better understanding of the decision-making processes of competitors or adversaries by correctly interpreting observable