Page 71 - Williams Foundation Integrated Force Design Seminar

Designing the Integrated Force: How to Define and Meet the Challenge?

A key effort has been to align processes within the Department to maximize the possibility that a joint
consideration is built into the acquisition, operational concepts and doctrinal development processes. At the
same, concrete outcomes need to be demonstrated to highlight that all of this work makes a difference in
terms of the deployed force as well.

The Force Design office consists of approximately 180 personnel and consists of two interactive branches. On
looks at evolving futures and then works from that analysis to the development of appropriate operating
concepts. The second looks at current operations and training and draws lessons learned which amounts to
“harvest the best and leave the rest” moving forward.

And obviously, they tie in with other organizations, such as Defense Science and Technology, and the Defense
Industry Policy Division. A key partner is the Joint Capability Management and Integration organization in
MoD. This organization shapes the architecture for integration and interoperability for the evolving force.
They work on the integrating enablers for the force.

“We look at force development options and assess gaps and opportunities as we move forward. We
examine as well what capabilities are not longer most useful to us. We them make proposals to government
concerning our judgment about investment decisions from a joint perspective.”

The other part of the Force Design office deals with defense preparedness and mobilization. This effort
requires the office to consider the whole of the defense of Australia concept and approach. What
capabilities does Australia need for integrated territorial defense?

A number of themes were highlighted in the discussion with Air Marshal Hupfeld and BG Blaine.

First, shaping a cross-departmental narrative about the design of the integrated force as a guiding effort is
an ongoing challenge and requirement in shaping decisions about the development of the operating force.

Second, ensuring that there is thrust forward is crucial. Concrete outcomes need to be defined and executed
to ensure visible forward thrust which will in turn drive further change. How will we do rapidly in six months
what the Department would normally take three to five years to do?

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