![]() Updates to Action Order-C, which says Airmen need to understand their role in the long-term strategic competitions between the U.S., Russia, and China, account for the establishment of the Department of the Air Force’s Operational Imperatives, the continued evolution of the Joint Warfighting Concept, and the ongoing development of other strategic documents. Modifications to tasks outlined by AO-B specify changes to processes and business rules that govern information flow and decision-making in order to improve speed, quality of decision support, and achieve greater alignment across the Air Staff.įor example, it directs the staff to facilitate the free-flowing of information using collaborative, communication tools to promote “radical transparency” by publishing records of significant decisions to sites accessible across the staff and, to empower Airmen to make decisions at the lowest appropriate level. “Bureaucracy exists in all large organizations and changing culture and practices that prevent timely and effective decisions is difficult-but it starts with the Air Staff,” Brown said. Sub-tasks are in the works to establish enduring processes and paths to adapt talent management and build the force needed for emerging missions.Īction Order-B, intended to streamline decision-making, eliminate redundancies, and limit bureaucratic layers with the Air Force, has proven to be one of the more elusive and challenging Action Orders to realize. Key tasks in MOD 1 to Action Order-A, which is focused on ensuring Airmen have the attributes required to compete, deter, and win in a high-end fight, remain unchanged. Given that balance and changing dynamics over time, periodic modifications to the Action Orders are necessary and expected, Brown said.īrown added that this first set of modifications could be followed by others to maximize results as conditions evolve and Accelerate Change or Lose matures. This approach provides guidance to accelerate change, while still allowing discretion and room for leaders to empower their Airmen and make decisions that contribute to change across the service. He added that while the Action Orders provide specific directions and deliverables to the Air Staff, they offer intent for the entire force. “The Action Orders should be executed at the headquarters level, and their effects felt at the squadron level.” “The MOD 1 to each of the Action Orders isn’t a progress report-it is a refinement of tasks for the Air Staff that support the Department of Air Force’s direction and our warfighters,” Brown said. They detail what must be done across four focus areas: Airmen, Bureaucracy, Competition, and Design Implementation. Like the original Action Orders published in December 2020, the updated Action Orders set the conditions for accelerating change. CQ Brown, Jr., has issued modifications to the “Action Orders” driving Accelerate Change or Lose, the conceptual, philosophical “why” for what the Air Force of the future must become. Secretary of the Air Force Public AffairsĪir Force Chief of Staff Gen.
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