THE PROFESSIONALISATION OF THE ARULASTAN ARMED FORCES

Syndicate 5 : Hasan Abdullah Lucky C. Rachmadi Rusli Safrudin Sandy Sundoro A Nugroho

Outline
Introduction Theory Analysis Conclusions and Recommendation

Research Question
How to manage the professionalisation of the Armed Forces change management in the next 5 years?

overview Political Economy Social Technologic Environme Legal al ntal Obsolete equiment Disasters often Arulastan is a
occur in Arulastan member of Sitralian Alliance

President The military Chudra is acting expenditure is as the head of 5% from GDP Armed Forces

Meet the social needs (new for old for policy) employment and education

Thenew International Equal constitution will pressure to opportunities call for: reduce the separation of military powers expenditure to Civilian control 2% of GDP Improving the ratio of military Value for Resettlement to civilian staff money

British assistance to frame new constitution

The Armed Forces International is currently disputes (Nisos studying the Islands) approaches used by NATO International pressure on natural Jointery (to amalgamate the environment separate military (deforestation) Water rights arms into one force)problem disputes with Lidra and with interoperability Omonia

Other organizations: International Maritime Organization; UN Industrial Development Organization.

STRENGTHS: Sitralian Alliance Large Military Intern Expenditure Large military personnel al four military branches Leadership and commitmment from OPPORTUNITIES: President Chudra New Constitution demand for equal Extern opportunities al Peace support operation (with UN and Sitralian Alliance force) International aids

WEAKNESSES: Low level of professional force Conscription Corruption

THREATS: Natural Disasters International Disputes Obsolete Equipment Problems with interoperability transnational issues

Kotter - 8 Stage Process

Leading Change by John P. Kotter

Kotter developed a list of factor that he believes lead to successful changes, and those that lead to failure. He has devised 8 steps method:
The first four steps focus on defreezing the organization; The next three steps make the change happen; The last step re-freeze the organization with the new culture

(Kotter, 1995)

Kotters 8 Steps Change Model

1 st

Stage

Establishing a sense of urgency Creating the guiding coalition Developing a vision & strategy Communicating the change vision Empowering broad based action Generating short-term wins Consolidating gains & producing more change

2nd Stage

3rd Stage

Anchoring new approaches in the culture

STEP 1 Establishing a sense of urgency Examine market and competitive realities Identify and discuss crisis, potential crisis or major opportunities ST A G E 1

Based on the Defence Review, the issues that need to be addressed are as follow: 1. Currently budget is 5% of GDP. International pressure to reduce to 2% of GDP within 10 years may decrease the donor funding Professionalization of the Armed forces. From conscription to professional soldiers. Jointery (to amalgamate the separate military arms into one force) Capability based approach Obsolete equipment and value for money. Lack of interoperability/jointery Political Pressure (demand for increasing civilian controland improving ratio of military to civilian staff) Equal opportunities, regardless of creed, gender or ethnic origin. Soldier welfare resettlement and job opportunity.

2.

3. 4.

STEP 1 ( CONT D )

ST A G E 1

Establishing a sense of urgency (continue) Based on our review, there are several additional issues need to be addressed as follow: 1. Profile of leadership The commitment and willingness for improving the quality of governance 2. Transnational issues (refugees, piracy, water rights, illicit drugs, Asylum seekers) International disputes (over Nisos Islands) 3. Corruption The issues are potential security problems related to defence concerns. to Corruption can undermine national budget, which will also give impact defence budget

STEP 2

ST A G E 1

Creating the guiding coalition Assemble a group with enough power to lead the change effort Encourage the group to work as a team

1. 2. 3. 4. 5. 6.

Legislative and executive make new constitution MoD, Ministry of Finance , Ministry of Education, and Ministry of Human of military branches (Army, AMSF, MoD and all chiefs Resources AADF and HSS) Consultancy from the British Defence and Security Experts Media Leaders from the Countries of Sitralian Alliance

STEP 3

ST A G E 1

Developing a vision & strategy Create a vision to help direct the change effort Develop strategies for achieving that vision

Vision

To build professional, effective, efficient , and modern military forces, under a civil supremacy within democratic corridor

STEP 3 ( CONT D )

Strategy
1. Create road map and determine milestones

ST A G E 1

2. 3. 4. 5. 6. 7. 8.

Change of conscription to professional soldier by making new system MoD and armed forces using capability Restructure of recruitment, training and education (zero growth personnel recruitment) based approach Establish new technology that support communication, transparency and modern military forces.and establish Build new system of defense acquisition effective activities thatby integrated training and Build scholar soldiers based on value for money. education system. Increase soldiers welfare by giving good salary and settlements. Increase interoperability between military branches, between alliance countries and support international peace and security.

STEP 4 Communicating the change vision Use every vehicle to communicate the new vision and strategies Teach new behaviours by the example of the guiding coalition ST A G E 1

1. 2. 3. 4.

Introducing new vision and strategy to all state entities. Coordination Meeting with other related Ministries Introducing change vision and strategy to all MoD Public Hearing with the Parliament members and armed forces by: - Educationthe change vision through all media Promoting Training - audio visual and electronic Two ways communication between management (MoD) Workshop - Seminar, workshop, forum discussion and all stakeholders Internal bulletins Asking feedback Communicating guiding principles

STEP 5

Empowering broad based action Get rid of obstacles to change Change systems or structures that seriously undermine the vision Risk taking and non traditional ideas, activities and actions ST A G E 2

1. 2. 3. 4. 5.

Restructuring the organization downsizing military power. Top down approach for the new systems. Capability based approach and jointery in defense Political education system to make understand about acquisition process. civilian control to armed forces. Civic education and leadership in military (e.g. Innere Capacity building by education system (scholar soldier). Fhrung) new human resource system consists of: Establish Ing Ngarso Sung Tulodo, Ing Madyo Mangun Karso, Tut perfomance evaluation, compensation decision, Wuri Handayani promotion decision, recruiting and hiring system (talent management approach)

STEP 6 Generating short-term wins Plan for visible performance improvements Creating those improvements Recognise and reward employees involved in the improvements ST A G E 2

1. 2. 3. 4. 5. 6.

New recruitment bases on: zero growth conscript with 10% target for the first year Reducing the female presence in the Armed Force (with 5% target in and gradually decreasing. the first saving is 10% for the first year and will be Budget year) gradually increased for the next years.
Restructurization of MoD, by downsizing the layer of bureaucracy, increasing the ratio of military to civilian staffs, and Increase the welfare of permanent personnel by giving adequate remuneration Sign MoU with the Ministry of Manpower for transferring of conscript

STEP 7 Consolidating gains & producing more change Use increased credibility to change systems, structures, and policies that dont fit the vision Hire, promote and develop employees who can implement the vision Reinvigorate the process with new projects, themes and change agents

ST A G E 2

1. 2. 3. 4. 5. 6.

Restructuring MoD and the armed forces in term of professional forces. saving and shifting to other sectors. Continue the budget DLoD approach network centric. Create guidelines (manual) for guiding the change
Opportunities to get higher level education and career promotion Creating multiplier effect of change agents by educating more soldiers (scholar soldiers)

STEP 8

Anchoring new approaches in the culture

ST A G E 3

Articulate the connections between the new behaviours and organisational success Develop the means to ensure leadership development and succession.

1. 2. 3. 4. 5. 6. 7.

Training and education to conduct dynamic knowledge management (create, capture and transfer) New leaderships (scholar soldier-> as agents of change). HR approach by coaching, mentoring and counseling. New routines base on new change and new programs. Improving the civilian roles in MoD (check and balance) Creating procedures towards indoctrination Reinforcing newly established culture

Conclusion
By combining with others tool of analysis such as PESTEL and SWOT, it helps identifying problems and challenges faced by the Arulastan Government By using the Kotters typology , it is expected to bring new behaviours (individual, group, and organisation) and for the long-term will influence the culture as success indicator. Professionalisation of the Armed Forces change programme in the next 5 years is suitable to be managed by Kotters 8 typology. It scans environment, potential problems, change agents, and levers by which we operate to determine suitable strategy in order to achieve success in the change programme Recommendation In terms of applying Kotters 8 typology, it is better to use a comprehensive approach in order to cover the overall aspects of changes

Thank You !!!

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