Archive for the ‘Business’ category

United States Air Force 30 year Aircraft Investment Plan FY 11-40

March 6, 2010

The aviation plan provides the diverse mix of aircraft needed to carry out the six joint missions. The capabilities provided by aircraft identified in this plan translate into four principal investment objectives:
• Meet the demand for persistent, unmanned, multirole intelligence, surveillance, and reconnaissance (ISR) capabilities. The number of platforms in this category—Global Hawk-class, Reaper, and Predator-class systems— will grow from approximately 300 in FY 2011 to more than 800 in FY 2020, including the Army’s Extended-Range/Multipurpose unmanned aerial system (UAS) and the Navy’s Broad-Area Maritime Surveillance UAS aircraft. This nearly 200 percent capacity increase will be effectively multiplied by capability improvements afforded by the acquisition of vastly improved sensors and the replacement of Air Force Predators with more capable Reapers. This plan calls for growth in Air Force unmanned Predator and Reaper platforms from a capacity of 50 orbits in FY 2011 to 65 by FY 2013. The Department will assess the need for more capacity in future plans.
• Provide sufficient enabler capability and capacity. Our airlift inventory is robust and stable. Both the Air Force and Navy are recapitalizing their intratheater lift inventories. The Air Force continues to modernize the strategic lift inventory, which is projected to remain viable through the years covered by this plan. The Air Force is beginning the recapitalization of the tanker fleet. The Air Force plans to develop and procure 109 new KC-X tankers by 2020. Simultaneously, it is sustaining its fleet of airborne early warning aircraft. The Air Force anticipates recapitalizing that fleet in the far term. The Navy is recapitalizing its fleet of airborne early warning aircraft with the E-2D aircraft carrying a new radar capable of operating in stressful anti-access environments. The Navy is also recapitalizing its aged fleet of maritime patrol aircraft with a modern commercial aircraft variant equipped with a sensor suite that provides persistent undersea and anti-surface warfare capabilities. Finally, the Navy will recapitalize its expeditionary electronic warfare capabilities, resulting in a total of 14 EA-18G squadrons.
• Acquire fifth-generation fighter/attack aircraft. The Department’s fifth-generation assets will grow from about 7 percent of the current force of manned fighter/attack aircraft to about 34 percent by FY 2020. The Joint Strike Fighter (JSF) will account for the bulk of DoD’s fifth-generation inventory. This aviation plan reflects the restructured JSF program and incorporates the Department’s latest estimates of schedule and cost performance. The Air Force continues to modernize its fleet of F-22 aircraft, and the Navy is completing production of the fourth-generation FA-18E/F aircraft. By FY 2040, almost all of today’s “legacy” force will have retired and the Department will have begun recapitalization of its fifth-generation force. These far-term recapitalization plans cannot be defined with any degree of precision today, making investment projections difficult beyond the well- understood procurement plans for the JSF. The Department is continuing to evaluate projected threats and the alternative means for defeating those threats. It is anticipated that a family of systems—mixes of manned and unmanned aircraft, with varying stealth characteristics, and advanced standoff weapons—will shape the future fighter/attack inventory. These tradeoffs are being examined now, and subsequent aviation plans will reflect the resulting acquisition decisions.
• Modernize long-range strike capabilities. The current fleet of Air Force bombers continues to be modernized, since much of today’s inventory will remain relevant through FY 2040. As with the fighter/attack force, the aviation plan foresees a family of systems providing the solution to the enduring need for timely long-range strike capabilities. A study is underway to identify the right mix of manned and unmanned technologies that will provide future long-range strike capabilities and to determine the right balance between range, payload, speed, stealth, and on- board sensors. A product of that study will be the identification of a replacement aircraft for the aging aircraft in the legacy bomber fleet and the timing and funding profile required to support this aircraft.
The FY 2011-2040 aviation plan is consistent with the tenets of the QDR and meets the national security requirements of the United States. The FYDP provides the funding needed to implement the aviation plan through FY 2015. For the years beyond the FYDP, the funding projections presented in the plan assume 3 percent real growth in annual investments, on average. While optimistic, funding increases of that size are consistent with the Secretary of Defense’s statements about the budgetary growth needed to ensure that U.S. forces remain capable of meeting national security requirements in the decades ahead. The aviation plan incorporates realistic projections of program costs within the FYDP period. The funding profiles for individual programs were derived from independent cost estimates, where possible, or from historical data.
This first aviation plan does not foresee major industrial-base issues. Although there are impacts to specific corporate interests in certain sectors, there are no immediate concerns about the robustness of the American aviation industrial base. The funding blueprint for aviation programs reflected in the plan suggests that the nation’s aviation industry will remain strong into the distant future.

National Cybersecurity Initiative

March 6, 2010

Cybersecurity is one of the most serious economic and national security challenges we face but we are not adequately prepared to counter. In May 2009, the Cyberspace Policy Review recommended a coordinator with regular access to the President; close coordination with all key players in U.S. cybersecurity, including state and local governments and the private sector; strengthen public/private partnerships to find technology solutions that ensure U.S. security and prosperity; invest in the cutting-edge research and development necessary for the innovation and discovery to meet the digital challenges of our time; and begin a campaign to promote cybersecurity awareness and digital literacy while ensuring privacy rights and civil liberties guaranteed in the Constitution.

The Comprehensive National Cybersecurity Initiative (CNCI) informed the Cyberspace Policy Review as the administrations transitioned in 2009. The CNCI and its associated activities have become key elements of a broader, updated national U.S. cybersecurity strategy. The CNCI consists of a number of mutually reinforcing initiatives with the following major goals designed to help secure the United States in cyberspace:

– Shared situational awareness of network vulnerabilities, threats, and events within the Federal Government—and ultimately with state, local, and tribal governments and private sector partners—and the ability to act quickly to reduce our current vulnerabilities and prevent intrusions.
– Enhanced U.S. counterintelligence capabilities and increasing the security of the supply chain for key information technologies.
– Expanded cyber education; coordinating and redirecting research and development efforts across the Federal Government; and working to define and develop strategies to deter hostile or malicious activity in cyberspace.
– Improved key functions as criminal investigation; intelligence collection, processing, and analysis; and information assurance critical to enabling national cybersecurity efforts.

The CNCI was developed with attention to privacy and civil liberties concerns in close consultation with privacy experts across the government. Below is a summary of the CNCI initiatives released by the administration.

CNCI Initiative Details
Initiative #1. Manage the Federal Enterprise Network as a single network enterprise with Trusted Internet Connections. The Trusted Internet Connections (TIC) initiative, headed by the Office of Management and Budget and the Department of Homeland Security, covers the consolidation of the Federal Government’s external access points (including those to the Internet). This consolidation will result in a common security solution which includes: facilitating the reduction of external access points, establishing baseline security capabilities; and, validating agency adherence to those security capabilities. Agencies participate in the TIC initiative either as TIC Access Providers (a limited number of agencies that operate their own capabilities) or by contracting with commercial Managed Trusted IP Service (MTIPS) providers through the GSA-managed NETWORX contract vehicle.

Initiative #2. Deploy an intrusion detection system of sensors across the Federal enterprise. Intrusion Detection Systems using passive sensors form a vital part of U.S. Government network defenses by identifying when unauthorized users attempt to gain access to those networks. DHS is deploying, as part of its EINSTEIN 2 activities, signature-based sensors capable of inspecting Internet traffic entering Federal systems for unauthorized accesses and malicious content. The EINSTEIN 2 capability enables analysis of network flow information to identify potential malicious activity while conducting automatic full packet inspection of traffic entering or exiting U.S. Government networks for malicious activity using signature-based intrusion detection technology. Associated with this investment in technology is a parallel investment in manpower with the expertise required to accomplish DHS’s expanded network security mission. EINSTEIN 2 is capable of alerting US-CERT in real time to the presence of malicious or potentially harmful activity in federal network traffic and provides correlation and visualization of the derived data. Due to the capabilities within EINSTEIN 2, US-CERT analysts have a greatly improved understanding of the network environment and an increased ability to address the weaknesses and vulnerabilities in Federal network security. As a result, US-CERT has greater situational awareness and can more effectively develop and more readily share security relevant information with network defenders across the U.S. Government, as well as with security professionals in the private sector and the American public. The Department of Homeland Security’s Privacy Office has conducted and published a Privacy Impact Assessment for the EINSTEIN 2 program.

Initiative #3. Pursue deployment of intrusion prevention systems across the Federal enterprise. This Initiative represents the next evolution of protection for civilian Departments and Agencies of the Federal Executive Branch. This approach, called EINSTEIN 3, will draw on commercial technology and specialized government technology to conduct real-time full packet inspection and threat-based decision-making on network traffic entering or leaving these Executive Branch networks. The goal of EINSTEIN 3 is to identify and characterize malicious network traffic to enhance cybersecurity analysis, situational awareness and security response. It will have the ability to automatically detect and respond appropriately to cyber threats before harm is done, providing an intrusion prevention system supporting dynamic defense. EINSTEIN 3 will assist DHS US-CERT in defending, protecting and reducing vulnerabilities on Federal Executive Branch networks and systems. The EINSTEIN 3 system will also support enhanced information sharing by US-CERT with Federal Departments and Agencies by giving DHS the ability to automate alerting of detected network intrusion attempts and, when deemed necessary by DHS, to send alerts that do not contain the content of communications to the National Security Agency (NSA) so that DHS efforts may be supported by NSA exercising its lawfully authorized missions. This initiative makes substantial and long-term investments to increase national intelligence capabilities to discover critical information about foreign cyber threats and use this insight to inform EINSTEIN 3 systems in real time. DHS will be able to adapt threat signatures determined by NSA in the course of its foreign intelligence and DoD information assurance missions for use in the EINSTEIN 3 system in support of DHS’s federal system security mission. Information sharing on cyber intrusions will be conducted in accordance with the laws and oversight for activities related to homeland security, intelligence, and defense in order to protect the privacy and rights of U.S. citizens.

DHS is currently conducting a exercise to pilot the EINSTEIN 3 capabilities described in this initiative based on technology developed by NSA and to solidify processes for managing and protecting information gleaned from observed cyber intrusions against civilian Executive Branch systems. Government civil liberties and privacy officials are working closely with DHS and US-CERT to build appropriate and necessary privacy protections into the design and operational deployment of EINSTEIN 3.

Initiative #4: Coordinate and redirect research and development (R&D) efforts. No single individual or organization is aware of all of the cyber-related R&D activities being funded by the Government. This initiative is developing strategies and structures for coordinating all cyber R&D sponsored or conducted by the U.S. government, both classified and unclassified, and to redirect that R&D where needed. This Initiative is critical to eliminate redundancies in federally funded cybersecurity research, and to identify research gaps, prioritize R&D efforts, and ensure the taxpayers are getting full value for their money as we shape our strategic investments.

Initiative #5. Connect current cyber ops centers to enhance situational awareness. There is a pressing need to ensure that government information security offices and strategic operations centers share data regarding malicious activities against federal systems, consistent with privacy protections for personally identifiable and other protected information and as legally appropriate, in order to have a better understanding of the entire threat to government systems and to take maximum advantage of each organization’s unique capabilities to produce the best overall national cyber defense possible. This initiative provides the key means necessary to enable and support shared situational awareness and collaboration across six centers that are responsible for carrying out U.S. cyber activities. This effort focuses on key aspects necessary to enable practical mission bridging across the elements of U.S. cyber activities: foundational capabilities and investments such as upgraded infrastructure, increased bandwidth, and integrated operational capabilities; enhanced collaboration, including common technology, tools, and procedures; and enhanced shared situational awareness through shared analytic and collaborative technologies.

The National Cybersecurity Center (NCSC) within the Department of Homeland Security will play a key role in securing U.S. Government networks and systems under this initiative by coordinating and integrating information from the six centers to provide cross-domain situational awareness, analyzing and reporting on the state of U.S. networks and systems, and fostering interagency collaboration and coordination.

Initiative #6. Develop and implement a government-wide cyber counterintelligence (CI) plan. A government-wide cyber counterintelligence plan is necessary to coordinate activities across all Federal Agencies to detect, deter, and mitigate the foreign-sponsored cyber intelligence threat to U.S. and private sector information systems. To accomplish these goals, the plan establishes and expands cyber CI education and awareness programs and workforce development to integrate CI into all cyber operations and analysis, increase employee awareness of the cyber CI threat, and increase counterintelligence collaboration across the government. The Cyber CI Plan is aligned with the National Counterintelligence Strategy of the United States of America (2007) and supports the other programmatic elements of the CNCI.

Initiative #7. Increase the security of our classified networks. Classified networks house the Federal Government’s most sensitive information and enable crucial war-fighting, diplomatic, counterterrorism, law enforcement, intelligence, and homeland security operations. Successful penetration or disruption of these networks could cause exceptionally grave damage to our national security. We need to exercise due diligence in ensuring the integrity of these networks and the data they contain.

Initiative #8. Expand cyber education. While billions of dollars are being spent on new technologies to secure the U.S. Government in cyberspace, it is the people with the right knowledge, skills, and abilities to implement those technologies who will determine success. However there are not enough cybersecurity experts within the Federal Government or private sector to implement the CNCI, nor is there an adequately established Federal cybersecurity career field. Existing cybersecurity training and personnel development programs, while good, are limited in focus and lack unity of effort. In order to effectively ensure our continued technical advantage and future cybersecurity, we must develop a technologically-skilled and cyber-savvy workforce and an effective pipeline of future employees. It will take a national strategy, similar to the effort to upgrade science and mathematics education in the 1950’s, to meet this challenge.

Initiative #9. Define and develop enduring “leap-ahead” technology, strategies, and programs. One goal of the CNCI is to develop technologies that provide increases in cybersecurity by orders of magnitude above current systems and which can be deployed within 5 to 10 years. This initiative seeks to develop strategies and programs to enhance the component of the government R&D portfolio that pursues high-risk/high-payoff solutions to critical cybersecurity problems. The Federal Government has begun to outline Grand Challenges for the research community to help solve these difficult problems that require ‘out of the box’ thinking. In dealing with the private sector, the government is identifying and communicating common needs that should drive mutual investment in key research areas.

Initiative #10. Define and develop enduring deterrence strategies and programs. Our Nation’s senior policymakers must think through the long-range strategic options available to the United States in a world that depends on assuring the use of cyberspace. To date, the U.S. Government has been implementing traditional approaches to the cybersecurity problem—and these measures have not achieved the level of security needed. This Initiative is aimed at building an approach to cyber defense strategy that deters interference and attack in cyberspace by improving warning capabilities, articulating roles for private sector and international partners, and developing appropriate responses for both state and non-state actors.

Initiative #11. Develop a multi-pronged approach for global supply chain risk management. Globalization of the commercial information and communications technology marketplace provides increased opportunities for those intent on harming the United States by penetrating the supply chain to gain unauthorized access to data, alter data, or interrupt communications. Risks stemming from both the domestic and globalized supply chain must be managed in a strategic and comprehensive way over the entire lifecycle of products, systems and services. Managing this risk will require a greater awareness of the threats, vulnerabilities, and consequences associated with acquisition decisions; the development and employment of tools and resources to technically and operationally mitigate risk across the lifecycle of products (from design through retirement); the development of new acquisition policies and practices that reflect the complex global marketplace; and partnership with industry to develop and adopt supply chain and risk management standards and best practices. This initiative will enhance Federal Government skills, policies, and processes to provide departments and agencies with a robust toolset to better manage and mitigate supply chain risk at levels commensurate with the criticality of, and risks to, their systems and networks.

Initiative #12. Define the Federal role for extending cybersecurity into critical infrastructure domains. The U.S. Government depends on a variety of privately owned and operated critical infrastructures to carry out the public’s business. In turn, these critical infrastructures rely on the efficient operation of information systems and networks that are vulnerable to malicious cyber threats. This Initiative builds on the existing and ongoing partnership between the Federal Government and the public and private sector owners and operators of Critical Infrastructure and Key Resources (CIKR). The Department of Homeland Security and its private-sector partners have developed a plan of shared action with an aggressive series of milestones and activities. It includes both short-term and long-term recommendations, specifically incorporating and leveraging previous accomplishments and activities that are already underway. It addresses security and information assurance efforts across the cyber infrastructure to increase resiliency and operational capabilities throughout the CIKR sectors. It includes a focus on public-private sharing of information regarding cyber threats and incidents in both government and CIKR.

United States Air Force Posture Statement

March 6, 2010

I’ve attached the United States Air Force Posture Statement, 2010. Secretary Donley and General Schwartz testified before Congress defining the way ahead for the USAF and the FY11 budget.
The 2010 Air Force Posture Statement presents the Air Force vision of Global Vigilance, Reach and Power as a vital component of the Joint team, defending National interests, and guided by Air Force core values of Integrity First, Service Before Self, and Excellence in All We Do.
In the 2010 Quadrennial Defense Review, the Secretary of Defense established four U.S. defense objectives to guide current actions as well as to plan for the future: prevail in today’s wars, prevent and deter conflict, prepare to defeat adversaries and succeed in a wide range of contingencies, and preserve and enhance the all-volunteer force. In accordance with this guidance, the Air Force developed the 2011 budget request to enhance capabilities to meet these objectives, while balancing risk appropriately. As the future security environment will require a range of agile and flexible capabilities, investments for today’s conflict will also support efforts to prepare, prevent, and prevail, and preserve well into the future.
Prevail in Today’s Wars: Investments in intelligence, surveillance, and reconnaissance, as well as airlift, command and control, and building partner capacity reinforce the prominence of this priority in this budget request. In addition, nearly 30,000 deployed Airmen daily provide key capabilities in direct support of combat operations.
Prevent and Deter Conflict: The Air Force made significant resource and cultural investments in reinvigorating the Air Force’s portion of the Nation’s nuclear deterrence over the past 18 months. The Air Force is now institutionalizing these successes to ensure the highest standards across the nuclear enterprise. Initial investments in a family of long-range strike capabilities mark the commitment to sustaining power projection capabilities for the next several decades.
Prepare to Defeat Adversaries and Succeed in a Wide Range of Contingencies: This priority directly reflects the Air Force emphasis on balancing commitments to today’s conflicts against preparing for mid- and long-term risks. Awarding a contract this year to recapitalize the aging tanker force is the top acquisition priority. Similarly, the F-35 will be the workhorse of the fighter force for decades to come. Investment in this program is timed with other modernization initiatives and divestment plans to ensure sufficient capabilities are available to deter and defeat potential enemies.
Preserve and Enhance the All-Volunteer Force: Preserving and enhancing the all-volunteer force provides the foundation required for a flexible and agile posture. This budget reflects a commitment to enhancing the force through education and training, while also bolstering the overall quality of life of Airmen and their families.
The Air Force’s proposed FY11 budget of $119.6B achieves the right balance between providing capabilities for today’s commitments and posturing for future challenges. Balancing requirements for today and tomorrow determined this recapitalization strategy. The Air Force chose to improve its existing capabilities whenever possible, and to pursue new systems when required. This recapitalization approach attempts to keep pace with threat developments and required capabilities, while ensuring stewardship of national resources. In developing this budget request, the Air Force also carefully preserved and enhanced the comprehensive approach to taking care of Airmen and Air Force families.

Nuclear Deterrence Operations, Air Superiority, Space Superiority, Cyberspace Superiority, Global Precision Attack, Rapid Global Mobility, Special Operations, Global Integrated ISR, Command and Control, Personnel Recovery, Building Partnerships, Agile Combat Support

Air Force FY 2011 Budget Request

March 4, 2010

The link leads you to a summary of the Air Force budget request for those interested in where the Air Force is headed. These comments are taken from that document.
The Air Force FY 2011 Budget Request supports the DoD Budget Themes of Taking Care of People, Rebalancing the Force, Reforming how the Department Buys Equipment and Services and Supports the Joint Team. This budget request also supports the QDR Goals: Prevail in Today‘s Wars; Prevent and Deter Conflict; Prepare to Defeat Adversaries and Succeed in a Wide Range of Contingencies; and Preserves and Enhances the All-Volunteer Force. The priorities laid out and funded in this budget request provide a strong foundation to ensure generations of Airmen to come can fly, fight and win in air, space and cyberspace. Meeting the strategic charge of leadership is addressed by matching resources to capabilities in the FY 2011 Budget Request.
Each dollar in the Air Force is considered a part of Air Force Total Obligation Authority (TOA)–the amount of money the Air Force has the authority to obligate throughout the life of the appropriation. Air Force TOA is viewed in two ―buckets―Blue TOA and Non-Blue TOA–allowing Air Force leadership to distinguish between those resources under direct Air Force management and those managed by other organizations. In accordance with guidance from Congress and administration policy, the Air Force budget includes a separate but simultaneously submitted request for Overseas Contingency Operations (OCO) funding.
The Budget Overview is organized in four sections:
1. Section 1 is a summary of the Air Force baseline budget by appropriation as it is presented to Congress. This section breaks the Air Force FY 2011 Budget Request out into Blue and Non-Blue TOA, and highlights Blue discretionary initiatives. This section does not include OCO.
2. Section 2 summarizes the OCO Budget Request for FY2011 and is organized by major appropriation. Descriptions of the FY 2011 Budget Request reflect requirements to support the needs of Joint Force Commanders with a view of Core Functions impacted by appropriations. OCO includes Blue and Non-Blue TOA.
3. Section 3 is a summary of the Air Force Performance Based Budget organized into the Air Force‘s top five priorities listed in the current strategic plan with a discussion of Core Functions. The Performance Based Budget discusses Air Force performance goals in specific mission areas and progress achieved towards these goals. The totals in this section match with the budget materials provided to Congress for FY 2011. This section includes all TOA.
4. Section 4 highlights the Air Force Working Capital Fund and describes the initiatives within each business activity. The Working Capital Fund includes both planned revenue and expenses required to support Consolidated Sustainment Activity Group, Supply Management Activity Group and Transportation Working Capital Fund activities that meet the logistics demands of the warfighter on a daily basis.The Air Force‘s FY 2011 Budget Request supports a balanced approach to prevail in today‘s operations while investing in new capabilities, force structure, skills and technologies to meet tomorrow‘s challenges. This budget positions the Air Force to execute the priorities laid out in the National Defense Strategy and the QDR to deliver capabilities at the time and place required by Joint Force Commanders. Additionally, the Air Force strengthens the capacity of its partners through outreach across the diverse set of geopolitical and resourcing decisions. This section discusses the Air Force budget highlights by appropriation.
The Air Force mission and priorities come together to support the Joint mission by providing Global Vigilance, Reach and Power across the globe. Those are:
Air Force Mission
o Fly, fight and win…in air, space and cyberspace Leadership Priorities
o Continue to Strengthen the Nuclear Enterprise
o Partner with the Joint and Coalition Team to Win Today‘s Fight o Develop and Care for Airmen and Their Families
o Modernize Our Air and Space Inventories, Organizations and Training
o Recapture Acquisition Excellence
The FY 2011 Budget Request reflects commitment to support the Joint fight and represents a transition from a ―combat forces to a Joint Force enabler investment focus. As stewards of national resources, the Air Force will also continue to examine investments to emphasize diverse capabilities needed to meet an increasingly complex and uncertain environment in support of the Joint Team.

Investing in the Client

March 3, 2010

Beyond “Satisfaction”
Competition is the fiber of business and with it comes higher expectations. The goal is to go beyond customer “satisfaction” to customer “happiness” or “delight.” Whatever the action word, the focus must be on customers so they not only return but refer others. It is crucial to understand customer needs and expectations while striving to continuously exceed those expectations. Generating a sense of customer “delight” via product excellence, world-class support, and continuous communication is essential. Ensuring client success requires hard work, commitment, and an investment of time and capital to support client solutions. That investment is worth the effort.
Fruitful Communication
Effective communication with all key players, including external stakeholders, is a critical component of success. All forms of open, fact-based communication should be employed with team members, subordinates, board members, shareholders, bond holders, venders, and all employees. This goes a long way to ensure everyone understands the strategy and objectives as well as the company’s challenges and progress towards these goals. Communication tools should include face-to-face meetings, newsletters, video conferences, blogs, employee letters, management meetings, skip-level meetings, and conference calls.
Engaging the hearts and minds of all members of the workforce can be very powerful in coping with the fast-shifting realities of the business climate. Without sufficient empowerment, critical information about quality sits unused in workers’ minds and the energy to implement changes lies dormant. Quality should never be compromised. Standards must be set and rigorously measured; action must be taken to improve performance. Accurate reporting is essential in monitoring reworks, rejects, and process integrity. Effective analyses allow for improvement of processes and enhancement of services based on customer demand. Customers expect perfection and will pay for it. The investment made in quality will yield results through reduced rework, scrap, and customer satisfaction.
In today’s technology-savvy culture, simply investing in software-based technology to improve customer response, operational performance, and profitability is not enough. Consideration must be given to the business process owners who will ultimately determine its implementation and effectiveness. Rather than being the answer, technology is merely the means for carrying out tasks that will allow personnel to utilize their cognitive skills rather than their physical skills. Their jobs should stimulate their interest and cause them to think about improving the quality, the product, the process, and the customer experience.
Establishing Operational Excellence
Establishing and leveraging a foundation of operational excellence is critical to sustained value creation regardless of the type of business. This can be accomplished through initiatives and tools that include focused, cost-effective lean and six sigma process improvement tools, supply chain optimization, business process reengineering, top-grading, and strategically-focused improvement initiatives.
Building a Brand Provides Business Impetus
The company’s brand image should be a constant focus. Surveying key customers to gain their insights can be a valuable tool in building and maintaining a brand image. It can be a grave mistake to become too internally focused on this key activity and lose touch with the very important impressions of key constituents—the customers. Zeroing in on first identifying and then giving customers what they need will keep the momentum going.

Hello world!

March 1, 2010

In this blog, I endeavor to share thoughts about issues that I find timely and compelling – leadership, business, defense, aerospace, aviation, international affairs and politics.  And of course, the Air Force and flying might top the list on occasion!