DOCSLIB.ORG

Focusing Transition 2021

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Focusing Transition 2021 Focusing Transition 2021 DBB FY 21-01 Observations and recommendations chosen to assist the 2021 Presidential Transition Team at the Department of Defense November 5, 2020 FOCUSING TRANSITION 2021 This publication, DBB FY21-01, is a product of the Defense Business Board. The Defense Business Board is a Federal Advisory Committee established by the Secretary of Defense in accordance with the provisions of the Federal Advisory Committee Act (FACA) of 1972 (5 U.S.C., Appendix, as amended) and 41 C.F.R. § 102-3.50(d), to provide independent advice and recommendations on best business practices to improve the overall management of the Department of Defense. The content and recommendations contained in this report do not represent the official position of the Department of Defense. NOT FOR RELEASE FOCUSING TRANSITION 2021 CONTENTS INTRODUCTION CHAPTER 1: THE STRATEGIC IMPERATIVE FOR TRANSFORMATION • Global National Security Risks • Domestic Fiscal Pressures • Failure of Past DoD Reforms to Achieve Transformation CHAPTER 2: WHAT DOES THIS MEAN FOR DoD? • Domestic U.S. Challenges • Department Challenges • DoD Management and Overhead Challenges CHAPTER 3: REGAINING MANAGERIAL EXPERTISE • DoD Organization and Cultural Trends • Conclusions CHAPTER 4: ITEMS REQUIRING IMMEDIATE ATTENTION • First Actions • The National Security and National Defense Strategies • Dealing with Crisis • DoD’s Unique Management Challenges • Build The Strongest Defense Team • Selection Criteria And Position Pairings • Develop Meaningful Selection Criteria For The Key Positions • Deputy Secretary of Defense • Under Secretary of Defense Comptroller/Chief Financial Officer • Under Secretary of Defense for Personnel and Readiness • Under Secretaries of Defense for Acquisition and Sustainment and Research and Engineering • Service Secretaries (Army, Navy, and Air Force) • Search For The Best Talent • On-Boarding New Appointees CHAPTER 5: ORGANIZING THE DEPARTMENT FOR SUSTAINED CHANGE • Improve the Speed, Relevance, and Effectiveness of the Defense Business Enterprise • Focus The Secretary’s Time on the Highest Priority Strategic Objectives • Track Performance To Improve Accountability • Align the Services and DAFA to the Secretary’s Agenda • Creating a Business Transformation Culture CHAPTER 6: NECESSITIES FOR A SUCCESSFUL LEGACY • Creating a risk taking culture to foster innovation • Create a Culture of Innovation • Building A Talent Bench CLOSING COMMENT APPENDIX A – SUMMARY OF RECOMMENDATIONS APPENDIX B – LIST OF FIGURES APPENDIX C – RELATED DEFENSE BUSINESS BOARD PRODUCTS APPENDIX D – BIOGRAPHIES - DEFENSE BUSINESS BOARD MEMBERS NOT FOR RELEASE i FOCUSING TRANSITION 2021 The Defense Business Board is pleased to provide Focusing Transition 2021, containing observations and recommendations chosen to assist the 2021 Presidential Transition Team at the Department of Defense. Our undertaking addresses distinct issues impacting the Department: The strategic imperative for transformation Items requiring immediate attention, in particular strategic guidance Obstacles that could hamper long-term transformation Organizing the Department for transformation Necessities for a successful legacy We begin by focusing on the enormous global threats and domestic challenges that the Pentagon leadership team must manage. These drive the need to identify a team with the specific skills and backgrounds, prepared by the Transition Team to execute as soon as the President takes office. We then identify key enterprise-level topics and a series of recommended actions, all of which are designed to improve the performance of the Department: Strengthen the role of the Deputy Secretary as the Chief Operating Officer. Provide direct, focused support to the Deputy Secretary for enterprise-wide transformational change. Significantly alter the institutionalized, risk-averse culture by making speed of execution and cost consciousness valued commodities in an innovation driven, results oriented mindset. Reduce the layers and breadth of the decision making processes and increase accountability by tracking performance. Address the escalating size and cost of the Fourth Estate. Address the unsustainable cost of personnel and benefits. The recommendations offered are intended to assist the Secretary of Defense in establishing/ maintaining a strong leadership team that can better organize and manage the Department to successfully face the myriad of challenges, both current and future. The Defense Business Board Members submit this document for your consideration. Michael J. Bayer Chairman, Defense Business Board NOT FOR RELEASE ii INTRODUCTION The Secretary of Defense must be ready on January 20th to implement an overall strategic vision for the Department that aligns with the President’s national security strategy priority goals. In addition, as history has shown, the Secretary and the Administration must be prepared for the likelihood of a national or global crisis within the first 270 days. Therefore, to reduce the organizational risk associated with a transfer, or continuation, of power, detailed transition planning, well before the 2021 inauguration, is crucial for the next Administration in providing continuity of effort in regard to national security. The 2018 National Defense Strategy focused the Department on Great Power competition with China and Russia as the central dynamic for sizing, shaping, and employing America’s military. However, constrained budgets, unanticipated demands, capability gaps, and other risks threaten the Department’s ability to fulfill the central goals of the current National Defense Strategy (NDS). Adding in increasing domestic fiscal pressures, the economic disruption caused by COVID-19, and failure of past Department reforms to achieve transformation, the situation is approaching critical mass. While the international, domestic, and the Department of Defense’s (DoD) internal issues are wide ranging and pose various levels of threat to America’s national security, only through enterprise-wide, systemic, long lasting transformation might the Department free the resources needed for the recapitalization and modernization necessary to improve readiness to face the oncoming storm that is China. Since the end of the Cold War, throughout the decade of the peace dividend, and over a decade and a half of pursuing Counter Terrorism, the enterprise level of the DoD and its command, headquarters, and administrative support structure has grown in scope and complexity while the size of the warfighting force has shrunk. This underscores why the Department needs strong coherent management and a rationalized structure to prevail in Great Power competition. The DoD once led the U.S. and the world in management innovation. It still can, through the judicious selection of individuals who will focus on improving the speed, relevance, and effectiveness of the entire defense business enterprise The Department is the Nation’s largest enterprise, possessing such an important public trust that it cannot afford, either literally or figuratively, any fiscal irresponsibility. It must work towards creating a business transformation culture through streamlining organizational constructs and breaking cultural trends. Talent is a critical tool/weapon in today’s highly competitive space and DoD must begin the fostering of a risk taking culture as an important aspect in enabling innovation, while building a talent bench to draw upon. It is a truism that the top leaders drive the kind of change necessary to steer the proper course for the rest and thereby achieve strategic vision. This DoD leadership team is especially critical, given the Department’s ongoing worldwide challenges and the urgent need to prepare and invest effectively in a time of Great Power competition. NOT FOR RELEASE I-1 FOCUSING TRANSITION 2021 1. THE STRATEGIC IMPERATIVE FOR TRANSFORMATION The 2018 National Defense Strategy focused the Department on Great Power competition with China and Russia as the central dynamic for sizing, shaping, and employing America’s military. However, constrained budgets, unanticipated demands, capability gaps, and other risks threaten the Department’s ability to fulfill the central goals of the NDS, such as defeating one major-power rival while maintaining deterrence in other regions. The world is amid a technological paradigm shift derived from an information revolution that is transforming virtually every aspect of human endeavor. That revolution has played a considerable role in facilitating the emergence of China as an international peer competitor to America, pursuing its goal of global dominance. Coupled with the reemergence of Russia as a regional power, this new paradigm has created a competitive situation the United States has not faced since the early years of the Cold War. The technology shift, enabling capabilities previously unimaginable, has permanently altered the conduct of operations and war. To address these challenges, every entity in the DoD must perform at the highest levels of efficiency, from warfighting units to support functions, to include the military, government employees, and contractors. Thus, Congress and DoD leadership has placed a high priority on managerial and business process reforms fundamental to successful implement of the National Defense Strategy and protection of the Nation. Managerial and business process reform is not a new challenge for the Department. The DoD has struggled over decades to deliver efficiencies in its complex and widespread
Load more

Recommended publications
  • GLOBAL EMBRACE Wants to Do After Graduation, Zhou Says Her Long-Term Goal Is to Work in the Public Sector at an International Level
    SUPEOPLE Cerqueiro et al.: Orange People to go through that if they have another way around it.” For the past two academic years, Zhou worked with a group of 10 to 20 interna- tional students and helped them settle in by introducing them to resources on campus, comforting them when they had personal issues, and organizing social events. Zhou also became involved with the SU chap- ter of the Chinese Scholars and Students Association (CSSA). As director of its com- munications department, Zhou helped devel- op the 2013 issue of CSSA Magazine, which introduced SU Chinese students to college life in America and was written roughly 80 percent in English and 20 percent in Chinese. While mentoring international students, Zhou’s commitment to nurturing others inspired her to work as a resident advisor (RA). Okhumale Igetei ’15, who had Zhou as his RA at Lawrinson Hall, appreciated the way she connected with students and hosted floor dinners. “If you needed anything, you could just approach her,” Igetei says. “She really helped us get comfortable—the whole Syracuse transition, moving to college and RUITONG“FLORA” ZHOU everything.” But Zhou aspires to apply her counseling and administrative skills beyond campus. Although she’s still debating what she GLOBAL EMBRACE wants to do after graduation, Zhou says her long-term goal is to work in the public sector at an international level. “I want to work ALTHOUGH SHE COMES FROM HARBIN, CHINA, IT DIDN’T either in government for the people or work in a big consulting take long for Ruitong “Flora” Zhou ’14 to embrace life at SU after group and have government or a government department as my she first arrived four years ago.
    [Show full text]
  • AMERICAN P VERSIGHT
    AMERICAN p VERSIGHT January11,2021 VIA ONLINE PORTAL DouglasHibbard Chief,InitialRequestStaff OfficeofInform ationPolicy DepartmentofJustice 441GStNW,6thFloor Washington,DC20530 ViaOnlinePortal Re: Expedited Freedom of Information Act Request DearFOIAOfficer: PursuanttotheFreedomof InformationAct(FOIA),5U.S.C.§552,andthe implem entingregulationsof youragency,Am ericanOversightmakesthefollowing requestforrecords. OnJanuary6,2021,PresidentTrumpinciteda mtoob attackCongresswhile mbers em werecertifyingtheelectionforPresident-electJoeBiden. 1 Theapparent insurrectionistsattackedtheCapitolBuilding,forcedtheirwaypastreportedly understaffedCapitolPolice,andultim atelydelayedtheCongressionalsessionbyforcing lawmakersandtheirstaffstoflee. 2 Fourpeoplediedduringthisassaultandafifth person,aCapitolPoliceofficer,diedthefollowingdayfrominjuriesincurredwhile engagingwithrioters. 3 Whilem ilitia mbers em roamedthehallsofCongress,Trum preportedlyfoughtagainst deployingtheD.C.NationalGuard, 4 andtheDefenseDepartm entreportedlyinitially 1 PressRelease,OfficeofSen.MittRom ney,Rom neyCondemInsurrectionatU.S. ns Capitol, Jan.6,2021, https://www.romney.senate.gov/rom ney-condem ns-insurrection- us-capitol. 2 RebeccaTan,etal., TrumpSupportersStormU.S.Capitol,WithOneWomanKilledand TearGasFired, Wash.Post(Jan.7,2021,12:30AM), https://www.washingtonpost.com/local/trum p-supporters-storm -capitol- dc/2021/01/06/58afc0b8-504b-11eb-83e3-322644d82356 story.html. 3 EricLevenson, WhatWeKnowAboutthe5DeathsinthePro-TrumpMobthatStormedthe Capitol, CNN(Jan.8,2021,5:29PM),
    [Show full text]
  • Disarming the Confirmation Process
    Cleveland State Law Review Volume 50 Issue 4 Article 3 2003 Disarming the Confirmation Process Michael M. Gallagher Law Clerk, United States District Court, Eastern District of Texas Follow this and additional works at: https://engagedscholarship.csuohio.edu/clevstlrev Part of the Constitutional Law Commons, and the Judges Commons How does access to this work benefit ou?y Let us know! Recommended Citation Michael M. Gallagher, Disarming the Confirmation Process, 50 Clev. St. L. Rev. 513 (2002-2003) This Article is brought to you for free and open access by the Journals at EngagedScholarship@CSU. It has been accepted for inclusion in Cleveland State Law Review by an authorized editor of EngagedScholarship@CSU. For more information, please contact [email protected]. DISARMING THE CONFIRMATION PROCESS MICHAEL M. GALLAGHER1 I. INTRODUCTION .................................................................... 515 II. BACKGROUND...................................................................... 520 A. The Constitutional Meaning of “Advice and Consent”................................................. 520 B. A [More Recent] History of the Confirmation Process ............................................ 522 1. The Bork Nomination........................................... 524 2. President George H.W. Bush................................ 526 3. President Bill Clinton ........................................... 526 4. President George W. Bush ................................... 529 a. Defining the Rules of the Game ......................................................
    [Show full text]
  • Trump Holds up Ukraine Military Aid Meant to Confront Russia POLITICO
    12/14/19, 1052 PM Page 1 of 1 Pro-Russia separatist soldiers celebrate in Lugansk, Ukraine, in 2014. | Spencer Platt/Getty Images BUDGET & APPROPRIATIONS Trump holds up Ukraine military aid meant to confront Russia By CAITLIN EMMA and CONNOR O’BRIEN | 08/28/2019 06:11 PM EDT | Updated 08/29/2019 03:40 PM EDT The Trump administration is slow-walking $250 million in military assistance to Ukraine, annoying lawmakers and advocates who argue the funding is critical to keeping Russia at bay. President Donald Trump asked his national security team to review the funding program, known as the Ukraine Security Assistance Initiative, in order to ensure the money is being used in the best interest of the United States, a senior administration official told POLITICO on Wednesday. Story Continued Below AD But the delays come amid questions over Trump’s approach to Russia, after a weekend in which the president repeatedly seemed to downplay Moscow’s military intervention in Ukraine and pushed for Russia to be reinstated into the Group of Seven, an annual gathering of the world’s largest advanced economies. The review is also occurring amid a broader internal debate over whether to halt or cut billions of dollars in foreign aid. United States military aid to Ukraine has long been seen as a litmus test for how strongly the American government is pushing back against Moscow. The Trump administration in 2017 approved lethal arms sales to Ukraine, taking a step the Obama administration had never done. The move was seen as a sign that Trump’s government was taking a hard-line approach to a revanchist Vladimir Putin despite the president’s public rhetoric flattering the Russian leader.
    [Show full text]
  • Hillary Clinton's Campaign Was Undone by a Clash of Personalities
    64 Hillary Clinton’s campaign was undone by a clash of personalities more toxic than anyone imagined. E-mails and memos— published here for the first time—reveal the backstabbing and conflicting strategies that produced an epic meltdown. BY JOSHUA GREEN The Front-Runner’s Fall or all that has been written and said about Hillary Clin- e-mail feuds was handed over. (See for yourself: much of it is ton’s epic collapse in the Democratic primaries, one posted online at www.theatlantic.com/clinton.) Fissue still nags. Everybody knows what happened. But Two things struck me right away. The first was that, outward we still don’t have a clear picture of how it happened, or why. appearances notwithstanding, the campaign prepared a clear The after-battle assessments in the major newspapers and strategy and did considerable planning. It sweated the large newsweeklies generally agreed on the big picture: the cam- themes (Clinton’s late-in-the-game emergence as a blue-collar paign was not prepared for a lengthy fight; it had an insuf- champion had been the idea all along) and the small details ficient delegate operation; it squandered vast sums of money; (campaign staffers in Portland, Oregon, kept tabs on Monica and the candidate herself evinced a paralyzing schizophrenia— Lewinsky, who lived there, to avoid any surprise encounters). one day a shots-’n’-beers brawler, the next a Hallmark Channel The second was the thought: Wow, it was even worse than I’d mom. Through it all, her staff feuded and bickered, while her imagined! The anger and toxic obsessions overwhelmed even husband distracted.
    [Show full text]
  • The Senate in Transition Or How I Learned to Stop Worrying and Love the Nuclear Option1
    \\jciprod01\productn\N\NYL\19-4\NYL402.txt unknown Seq: 1 3-JAN-17 6:55 THE SENATE IN TRANSITION OR HOW I LEARNED TO STOP WORRYING AND LOVE THE NUCLEAR OPTION1 William G. Dauster* The right of United States Senators to debate without limit—and thus to filibuster—has characterized much of the Senate’s history. The Reid Pre- cedent, Majority Leader Harry Reid’s November 21, 2013, change to a sim- ple majority to confirm nominations—sometimes called the “nuclear option”—dramatically altered that right. This article considers the Senate’s right to debate, Senators’ increasing abuse of the filibuster, how Senator Reid executed his change, and possible expansions of the Reid Precedent. INTRODUCTION .............................................. 632 R I. THE NATURE OF THE SENATE ........................ 633 R II. THE FOUNDERS’ SENATE ............................. 637 R III. THE CLOTURE RULE ................................. 639 R IV. FILIBUSTER ABUSE .................................. 641 R V. THE REID PRECEDENT ............................... 645 R VI. CHANGING PROCEDURE THROUGH PRECEDENT ......... 649 R VII. THE CONSTITUTIONAL OPTION ........................ 656 R VIII. POSSIBLE REACTIONS TO THE REID PRECEDENT ........ 658 R A. Republican Reaction ............................ 659 R B. Legislation ...................................... 661 R C. Supreme Court Nominations ..................... 670 R D. Discharging Committees of Nominations ......... 672 R E. Overruling Home-State Senators ................. 674 R F. Overruling the Minority Leader .................. 677 R G. Time To Debate ................................ 680 R CONCLUSION................................................ 680 R * Former Deputy Chief of Staff for Policy for U.S. Senate Democratic Leader Harry Reid. The author has worked on U.S. Senate and White House staffs since 1986, including as Staff Director or Deputy Staff Director for the Committees on the Budget, Labor and Human Resources, and Finance.
    [Show full text]
  • Conference Resolution
    CONFERENCE RESOLUTION Resolved, that the following shall be the rules of the House Republican Conference for the 115th Congress: Rule 1—Conference Membership (a) Inclusion.—All Republican Members of the House of Representatives (including Delegates and the Resident Commissioner) and other Members of the House as determined by the Republican Conference of the House of Representatives (“the Conference”) shall be Members of the Conference. (b) Expulsion.—A ⅔ vote of the entire membership shall be necessary to expel a Member of the Conference. Proceedings for expulsion shall follow the rules of the House of Representatives, as nearly as practicable. Rule 2—Republican Leadership (a) Elected Leadership.—The Elected Republican Leaders of the House of Representatives are— (1) the Speaker; (2) the Republican Leader; (3) the Republican Whip; (4) the Chair of the Republican Conference; (5) the Chair of the National Republican Congressional Committee; (6) the Chair of the Committee on Policy; (7) the Vice-Chair of the Republican Conference; and, (8) the Secretary of the Republican Conference. (b) Designated Leadership.—The designated Republican Leaders of the House of Representatives are— (1) the Chair of the House Committee on Rules; (2) the Chair of the House Committee on Ways and Means; (3) the Chair of the House Committee on Appropriations; (4) the Chair of the House Committee on the Budget; (5) the Chair of the House Committee on Energy and Commerce; (6) the Chief Deputy Whip; (7) one member of the sophomore class elected by the sophomore class; and, (8) one member of the freshman class elected by the freshman class. (c) Leadership Issues.—The Republican Leader may designate certain issues as “Leadership Issues.” Those issues will require early and ongoing cooperation between the relevant committees and the Leadership as those issues evolve.
    [Show full text]
  • Anti-Draft March Gets Little Support
    A member of the Campus Digest News Service and the National News Bureau. VOL. XXIII, NO. 7 Atlanta, Georgia March 12, 1980 Anti-Draft March Gets Little Support By Bridgett M. Davis February 14, 1980 at Morehouse college. On Friday, February 28, 1980, The group’s orange and black the members of the Black banners read, “Stop the U.S. War Students’ Coalition of Atlanta Drive”, and “No Draft No Way”. (BSCA) sponsored a protest mar- For a while, the members patien­ ch/rally at the Russell Building at- tly waited to recruit interested the corner of Mitchell and Spring persons from the many passer- St. The turn-out, however, was sbys, then the fervored cries of unexpectedly low. Only a few of one enthused young man could the BSCA members themselves be heard within the immediate were initially present at the pre­ vicinity as he yelled, “Hell no! arranged starting time of three We won’t go! Hell no! We won’t o’clock. go!!!” Eventually, the small group of dedicated followers were led The BSCA was formulated by Robert Booker, a sophmore at especially for the anti-draft Morehouse, outward to Chestnut issue.Their previous par­ Street where they began a small ticipation has been much more yet determined procession. In an encouraging than the turn-out for attempt to collect more the march. Their first meeting followers as tney progresses, the was held at Spelman on February marchers traveled around the en­ 2nd, where at least fifty in­ tire Atlanta University Center, terested persons attended. The but few if any joined the ban­ The Black Students’ Coalition of Atlanta sponsored a protest march on February 28, second meeting, which was held dwagon.
    [Show full text]
  • United by the Global COVID-19 Pandemic: Divided by Our Values and Viral Identities ✉ Mimi E
    COMMENT https://doi.org/10.1057/s41599-020-00679-5 OPEN United by the global COVID-19 pandemic: divided by our values and viral identities ✉ Mimi E. Lam 1 The rapidly evolving landscape of the global COVID-19 pandemic necessitates urgent scientific advances and adaptive behavioural and policy responses to contain viral transmission, reduce impacts on public health, and minimise soci- 1234567890():,; etal disruption. Epidemiological models of SARS-CoV-2 transmission are heavily influencing policy responses, forecasting viral infection, transmission, and death rates under simplified representations of human behaviour. They either assume that all members of a population or demographic group behave identically or design individual behavioural rules based on demographic and mobility data. In pluralistic societies, however, individual behavioural responses vary with per- sonal values, situational contexts, and social group identities, affecting policy compliance and viral transmission. Here, I identify and explore the impacts of salient viral identities or “COVID-19 personality types” that are emerging and fluidly coalescing with each other and existing social and political identities. The resultant heightened inter-group differentiation explains the politicisation of the pandemic and rampant racism, discrimination, and conflict observed now and with epidemics historically. Recognising salient COVID-19 behavioural identities can improve scientific forecasting of SARS-CoV-2 transmission and the impact of containment measures, as well as tailor nuanced policy interventions and communications to enhance individual coping and compliance. As governments contemplate easing social-distancing restrictions, the science-society-policy nexus needs fortification through public participation, structured deliberation, and evidence-informed decision-making of policy options to negotiate the complex value trade-offs among public health, the market economy, and civil liberty.
    [Show full text]
  • For Internal Discussion Only
    EMBARGOED UNTIL TUESDAY, JUNE 2 EXECUTIVE OFFICE OF THE PRESIDENT COUNCIL OF ECONOMIC ADVISERS THE ECONOMIC CASE FOR HEALTH CARE REFORM JUNE 2009 EMBARGOED UNTIL TUESDAY, JUNE 2 THE ECONOMIC CASE FOR HEALTH CARE REFORM EXECUTIVE SUMMARY The Council of Economic Advisers (CEA) has undertaken a comprehensive analysis of the economic impacts of health care reform. The report provides an overview of current economic impacts of health care in the United States and a forecast of where we are headed in the absence of reform; an analysis of inefficiencies and market failures in the current health care system; a discussion of the key components of health care reform; and an analysis of the economic effects of slowing health care cost growth and expanding coverage. The findings in the report point to large economic impacts of genuine health care reform: We estimate that slowing the annual growth rate of health care costs by 1.5 percentage points would increase real gross domestic product (GDP), relative to the no-reform baseline, by over 2 percent in 2020 and nearly 8 percent in 2030. For a typical family of four, this implies that income in 2020 would be approximately $2,600 higher than it would have been without reform (in 2009 dollars), and that in 2030 it would be almost $10,000 higher. Under more conservative estimates of the reduction in the growth rate of health care costs, the income gains are smaller, but still substantial. Slowing the growth rate of health care costs will prevent disastrous increases in the Federal budget deficit.
    [Show full text]
  • Leadership in Times of Transition
    U.S. Department of Defense Executive Development Program LEADERSHIP IN TIMES OF TRANSITION FEBRUARY 21–24, 2016 HOSTED BY The Center for Strategic & International Studies (CSIS) IN COLLABORATION WITH Robertson Foundation Consortium of Universities Syracuse University, Maxwell School of Citizenship and Public Affairs Tufts University, Fletcher School of Law and Diplomacy Texas A&M University, Bush School of Government and Public Service University of California, San Diego, School of Global Policy and Strategy University of Maryland, School of Public Policy SUNDAY MONDAY TUESDAY WEDNESDAY TIME FEB. 21 FEB. 22 FEB. 23 FEB. 24 8:45 AM BREAKFAST BREAKFAST MODULE 1: INTERAGENCY DECISION-MAKING IN TRAVEL TO A COMPLEX WORLD MODERATED BY KATHLEEN HICKS DOD ON OWN 9 AM PART I: COUNTERING NONSTATE ACTORS JUAN ZARATE SIMULATION: PRINCIPALS COMMITTEE MEETING PART II: INTERAGENCY HOTWASH AND WRAP-UP COOPERATION AND COLLABORATION ARRIVE AT DOD AND JOHN HAMRE, MICHAEL GREEN TRANSFER THROUGH JAMES STAVRIDIS, SECURITY JAMES STEINBERG, RYAN 10 AM BREAK CROCKER, AND PETER COWHEY PART III: DOMESTIC SECURITY COORDINATION CHALLENGES CONVERSATION WITH PAUL STOCKON SECRETARY ASH CARTER 11 AM PART IV: RAPID INTRO. OF TECHNOLOGY DEVELOPMENT TRAVEL TO CSIS BREAK DENISE ZHENG AND ANDREW HUNTER CLOSING LUNCH MODULE WRAP-UP 12 PM CONVERSATION WITH DR. ZBIGNIEW MODULE 2: LEADERSHIP AND BRZEZINSKI TRANSITION: FUNCTIONAL IMPERATIVES JOHN HAMRE ROBERT MURRETT 1 PM PANEL I: NATIONAL SECURITY MODULE 3: CYBER CRISIS LEADERSHIP, REFORM, SIMULATION: DEFENSE AND TRANSITION AND
    [Show full text]
  • 2018 Business & Sustainability Report
    2018 Business & Sustainability Report CEO/Board Our Priority Portfolio World Without Water Sustainable People & Partnerships Climate Regional Data Letters Company Issues Transformation Waste Agriculture Communities Change Highlights Appendix Letter from James Quincey 3 SUSTAINABLE AGRICULTURE 30 Letter from Our Board of Directors 5 Shared Opportunity: Agriculture Sustainable Growth for Across the globe and around the clock, OUR COMPANY India’s Smallholder Farmers At A Glance 6 and Our Portfolio 32 we never stop working to give people The Coca-Cola System 7 Total Beverage Portfolio 8 the drinks they want and to improve CARING FOR PEOPLE Business Transformation AND COMMUNITIES 33 the world we all share. Timeline 9 Human Rights 34 Selected Financial Data 10 Women’s Economic Progress Against Our Empowerment 35 We turn our passion for consumers Sustainability Goals 11 Workplace 36 into the brands people love, and create Our System in Context 12 Diversity & Inclusion 37 shared opportunity through growth. Giving Back 38 PRIORITY ISSUES Our Approach to Managing Our Priorities 13 PARTNERSHIPS 39 Priority Issues: Stakeholder Engagement 40 That’s the essence of Risks & Opportunities 15 Sustainable Development Goals 41 PORTFOLIO TRANSFORMATION 17 our transformation. Providing Choice to Consumers 18 A GLOBAL PERSPECTIVE ON CLIMATE CHANGE 43 Reducing Calories— Expanding Portfolio 19 REGIONAL HIGHLIGHTS 46 Shared Opportunity: Sugar Reduction ABOUT THIS REPORT 51 Refreshingly Less Sugar 20 DATA APPENDIX 52 WORLD WITHOUT WASTE 21 ASSURANCE STATEMENT 67
    [Show full text]