Air Staff of Tomorrow: Smarter, Faster, Better

摘要

The fundamental organization of the Headquarters Air Force (HAF) must adapt in order to meet the rapid rates of strategic and tactical changes that will be occurring in the 2035 timeframe. These adaptations will need to encompass both new and emerging technologies as well as a generation of Airmen who have grown up in a technological and flattened world. By choosing, or alternatively allowing, a new organizational construct, the Air Force can best leverage its people to meet the strategic challenges of the future. The organizational structure of the Headquarters Air Force (HAF) directly impacts the ability of the HAF to provide essential support to the Chief of Staff of the Air Force, the Congress, and fielded operational forces. These decisions can have far-reaching consequences that impact the Air Force, the nation and other countries. How this Air Staff handles any future environment will depend upon the nature of the future and the organizational structure of the staff. The cognitive organization, as defined in this paper, will meet the needs of the Air Staff of 2035 to meet the rapid rates of change while retaining the appropriate levels of accountability. A cognitive organization is an organization combining the mechanistic and organic forms of organization by using an existing military hierarchy, which maintains control over a limited number of high risk processes, and decentralizing all other functions across a networked, self adjusting system. It makes use of decentralization of authority, appropriate control measures, and the use of teams to solve problems. The cognitive organization can be described as a loose confederation of teams, both ad hoc and standing, working toward the common goals of the organization. Proper leadership of the cognitive organization requires the articulation of a clear vision along with oversight of those processes that can have catastrophic outcomes.