Pingvinens lange marsj - en målrettet vandring? Kom avviklingen av Luftforsvarets anti-sjøinvasjonsrolle som et resultat av strategisk planlegging?

摘要

This study seeks to broaden the understanding of the strategic planning processes in theNorwegian armed Forces. By applying the same theoretical and methodological tools used inthe study regarding the implementation of an Air-to-Ground capacity in the Royal NorwegianAir Force (Nergård, 2009), the abandoning of the anti-sea invasion role in the sameorganization will be explored. The purpose is twofold. Firstly; the study seeks to validate theformer study by using the same scientific design and theoretical platform when exploring adifferent phenomenon within the same organization. The findings from the respective studiesare then being compared in order to identify similarities and differences. Secondly; the studyseeks to give an enhanced understanding of the processes leading up to the abandoning of theF-16’s anti-sea-invasion role in 2004.As a tool to increase the understanding of these processes, two theories are beingutilized. The first theory describes a situation where the organization’s strategies are createdby the Executive Officer and formulated by his staff. The strategies are then converted intoplans and in turn cascaded down into the organization for implementation. The other theorydescribes a situation where initiatives taken elsewhere in the organization, over time couldbecome a part of the organization’s realized strategy.The study is based on military strategic plans and other relevant writtendocumentation. In addition 11 persons working at different echelons in the Norwegian Armedforces have been interviewed.The study suggests perceiving strategy development as a continuous process in anenvironment where the existing strategy will be under constant pressure by entities withinfluence, even when the organization’s strategic plans are explicit. The study also suggeststhat changes in the organization’s strategy over time will come as a result of a series ofstrategic decisions not necessarily reflected in the strategic plans.