Term
|
Definition
| The systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them |
|
|
Term
| What is Strategic Alignment & Deployment? |
|
Definition
| the method used to ensure everyone in AF organizations is working effectively towards the same goals identified by senior leadership. It is a product of annual strategic and performance planning. |
|
|
Term
|
Definition
1. Align the enterprise to achieve the priorities, goals, objectives, metrics and tasks impacting the entire organization.
2. Provide a common/standard methodology to deploy metrics and action plans throughout the enterprise.
3. Communicate commander |
|
|
Term
|
Definition
| This piece of the process is the strategy communication link for the organization and enables improvement at every level. It is our execution tool, not a strategic planning tool. Alignment is the translation of the vision into measurable results. |
|
|
Term
| How does the Cascading Process affect Alignment? |
|
Definition
| Ensures everyone is on board with the Priorities and Goals from the top down and ensures the work done from the bottom up is completing these goals |
|
|
Term
|
Definition
| the purpose of the organization, the reason it exists. |
|
|
Term
|
Definition
| a statement of an ideal state of being or existence in the future that is inspiring and empowering |
|
|
Term
|
Definition
| a plan to move an organization from their current state to a more desirable future state. |
|
|
Term
|
Definition
A. Assess the Current Situation
B. Priorities, End State and Goals
C. Objectives
D. Metrics
E. Tasks
F. Balanced Score Card (BSC) |
|
|
Term
| Assess the Current Situation |
|
Definition
| To assess the current situation identify performance gaps and opportunities. Rate current performance against last year |
|
|
Term
| Priorities, End State and Goals |
|
Definition
| Priorities identify major strategic focus areas on your watch (3 to 5 Priority Statements). Emphasis is on what strategically needs to change or improve to excel in executing the NAF |
|
|
Term
|
Definition
| clarify what strategically must be achieved to realize the Priority End State and are quantifiable metrics that let us know if we have successfully accomplished our Priorities. |
|
|
Term
|
Definition
| 7 words or less that communicate what strategic action must be accomplished to realize the intent of the Priority (recommend 2 to 3 Objectives per Priority Statement). Gives strategic direction on how to execute tasks, initiatives, and process improvements. Inspires and motivates workforce to a higher level of performance and drives significant operational change. |
|
|
Term
|
Definition
| communicate the intent of the objective statement and reflect how the objective will be achieved. Metrics drive behavior. Over time, behavior determines culture. Measuring the execution and the effectiveness of each objective is paramount. |
|
|
Term
|
Definition
| support the objectives at a level where primes and target completion dates can be established. Provides the tactical direction and process to achieve the Objectives intended results (Recommend 1 to 3 Tasks per Objective). Identifies specific actions or steps to be taken within the short-term (12 months or less). Tasks are a concise, simple, and understandable action statement consisting of specific deliverables. |
|
|
Term
| Balanced Score Card (BSC) |
|
Definition
| The BSC is a strategy management system for establishing and communicating an organization |
|
|
Term
|
Definition
| As a Senior Enlisted Leader you are in a strategic position to put strategy into play and monitor its execution. Knowing your circle of influence can help you work with leadership; peers and subordinates to ensure you are aligning across the enterprise and not just leading with blinders on. Remember that as small as your circle of influence may seem, it can crush an organization |
|
|
Term
| Steps to introduce and achieve Alignment, buy-in and implementation. |
|
Definition
1. Make sure your Priorities are aligned with higher level Priorities.
2. To achieve line of sight alignment, try a |
|
|
Term
| How would you go about expanding your Circle of Influence? |
|
Definition
|
|
Term
|
Definition
• Be grounded in reality or organization’s present situation
• Should create some problems for the organization
• Stakeholders (those with an investment in the organization) must be able to see themselves or their interests represented in the vision
• Should invite and inspire people to want it |
|
|
Term
|
Definition
| Strategy is about choices – what we choose to prioritize, our actions in support of our priorities, the order in which we take them, and how we allocate resources against our priorities to support the Nation’s Objectives. |
|
|
Term
|
Definition
• Give reasons for the organization to exist over the next 3 years and beyond
• Best describe the unified mission of the organization
• Indicate how unique/different the organization is from other similar institutions |
|
|
Term
|
Definition
| End State is similar to a “mini vision statement.” It connects the dots of where you are today verses where you want to be, as described by your mini vision statement for that particular priority. It helps communicate bounds of each Priority, paints a picture of the outcome, and gives a typical time period of 1 to 3 years. |
|
|
Term
| AF Strategic Plan identifies Five Priorities |
|
Definition
• Continue to Strengthen the Air Force Nuclear Enterprise
• Partner with the Joint and Coalition Team to Win Today’s Fight
• Develop and Care for Airmen and Their Families
• Modernize Our Air and Space Inventories, Organizations and Training
• Recapture Acquisition Excellence |
|
|
