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Building the EMS Enterprise – Critical Pieces

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Operating in the EMS is evolving from a tactical communications and fires responsibility to a comprehensive maneuver opportunity of strategic significance. So, while our activities in this space may appear tactical to us individually, we must evolve to demonstrate mastery of participation across this space to produce decisive outcomes in the future. So, in order to protect hundreds of billions of dollars in capability investment, what can the DOD do to shift our EMS-dependent portfolio from an ad hoc to a decisive posture?

The Department now appears to be moving toward deliberate description, establishment and sustainment of an EMS Enterprise. Earlier this year, the Secretary of Defense established an EMS Operations Cross-Functional Team (EMSO CFT), by direction of the US Congress. This EMSO CFT is positioned to act as a unifier, a catalyst, an expert and an agent for the Secretary, setting the conditions for enduring strategic EMS advantage. When we say “enterprise,” what might that mean? What could it include?

Discussions are ongoing, since we lack a suitable military definition. At a minimum this concept must include consideration of governance, policy/strategy, sustainment, organization, planning/processes, support, execution, training/education, development, acquisition, resources and workforce. These equities are listed because any useful and viable enterprise within the DOD must either own, influence or be aware of these things. So, a generic military Enterprise secures these things in an enduring shared interest, in the same way that they are secured within our Space, Intelligence, or Maritime enterprises. This is equally valid for the EMS, and Governance is critical to its four prime objectives: prioritize resources, provide authorities, unify effort and enforce compliance. Experience demonstrates that the absence of effective EMS enterprise governance is likely the root cause of our current circumstances. – Jesse "Judge" Bourque, AOC Symposium Chair

 

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