On a Second Generation Strategic Decision – Making Process for the Canadian Forces


  1. Rempel, M.
Corporate Authors
Defence R&D Canada - Centre for Operational Research and Analysis, Ottawa ON (CAN)
In 2005, the Canadian Forces' (CF) Chief of Defence Staff announced the commencement of the transformation of the CF. As with any complex organization, transformation of its structure and processes is not simple. However, the success of such a transition "depends upon leadership first identifying and understanding the thematic components of the past, and then, learning how to adapt and exploit the thematic strengths 'today' for the benefit of 'tomorrow' " [1]. While several themes have been identified within the CF transformation, a theme in which the analytical community plays a vital role is strategic decision-making. Strategic decision-making, in the context of defence acquisitions, has traditionally been a reactive process [2]. In an effort to migrate defence acquisitions towards a proactive process, a rational forward-looking decision-making process has been developed: the Force Development (FD) process. At the core of this process is Capability Based Planning (CBP), whose analytical process and associated tools provide decision-makers with an objective assessment of capability deficiencies, adequacies, and affluences. This objective assessment is central to the following defence acquisition trade-off analysis, whose output is a cost-effective strategic capability roadmap. The FD process and first generation CBP analytical process have been recently reported [3][4][5][6]. Development of the second generation CBP analytical process has now been completed, which focused on
Report Number
DRDC-CORA-SL-2009-049;RTO-MP-SAS-081 — Scientific Literature
Date of publication
01 Mar 2010
Number of Pages
Document Image stored on Optical Disk

Permanent link

Document 1 of 1

Date modified: