Page 100 - Jackson Journal
P. 100

                 At the macro level we are thinking through how we will transform Fort Jackson to enable the Army’s vision of fielding a MDO capable force by 2028 and MDO ready force by 2035. Again, looking at our collective story and how we can provide value to TRADOC, we have begun a detailed doctrine, operations, training, material, leadership and education, personnel, facilitates and policy (DOTMLPF-P) analysis as
an organization. The main objective of this analysis is to begin the planning to determine what a MDO capable basic combat training Soldier should look like when he or she graduates. I mention all of this to simply highlight that all commanders and leaders must continually look to the horizon, while our mission drives our day to day operations, we must never lose focus on how we can help shape the future of our organizations and the Army.
Conclusion
What will the future hold for Fort Jackson? No one can predict with any level of certainty the exact answer to this question, but we are confident that Fort Jackson will continue to make a direct strategic contribution to Army readiness for many years to come. We are part of the TRADOC team that builds the greatest Army in the world! Our nation and our Army count on Fort Jackson to be its largest platform for transforming civilian volunteers into Soldiers, the Army’s most important weapon system.
The entire essence of the installation is geared towards providing trained Soldiers and leaders today who are relevant tomorrow. The changing nature of warfare will affect our mission, but our mission will remain consistent... train Soldiers who can shoot, move, communicate, and survive. Training is what we do... the installation’s laser focus on Basic Combat Training and our unique scale is what defines us.
To retain our unique contribution to our Army and guard against irrelevancy in the future, every effort must be made to understand, account for, and adapt to change. The cost of inaction is irrelevancy. In this regard, the command’s continued focus on improving our organizational climate, culture and strategy will truly make Fort Jackson “Better Today Then Yesterday!”
Michael Ryan is the G5 for the U.S. Army Training Center and Fort Jackson. His last assignment in the Army was as the commander of 1st Battalion, 34th Infantry Regiment at Fort Jackson, SC.
References
Doerr, John, Measure What Matters, How Google, Bono and the Gates Foundation Rock the World with OKRs. 24 April 2018, Portfolio.
Wooden, John, Wooden: A Lifetime of Observations and Reflections On and Off the Court. 22 April 1997, Contemporary Books.
Army Doctrine Publication (ADP) 6-0, Command and Control of Army Forces, 31 July 2019, p.2-16.
Army Regulation 600-20, Army Command Policy, 6 November 2014.
Joint Doctrine Note (JDN) 2-19, Strategy, 10 December 2019
Groysberg, Boris, Lee, Jeremiah, Price, Jesse, J. Yo-Jud Cheng, The Leader’s Guide to Corporate Culture, How to Manage the 8 Critical Elements of Organi- zational Life. Harvard Business Review, Jan – Feb 2018.
Parr, Shawn, Culture Eats Strategy for Lunch, 24 January 2012, Fast Company.
Beagle Jr., BG Milford “Beags”, Good or Bad Customer Service...the Choice is Ours. 14 November 2019, Fort Jackson Leader.
  100 Jackson Journal


















































































   98   99   100   101   102