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Secretary of Defense Corporate Fellows Program SECDEF concerns for future Service leaders Open to organizational and operational change Recognize opportunities made possible by info tech Appreciate resulting revolutionary changes underway Affecting society and business now

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Secretary of Defense

Corporate Fellows Program


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SECDEF concerns for future Service leaders

Open to organizational and operational change

Recognize opportunities made possible by info tech

Appreciate resulting revolutionary changes underway

Affecting society and business now

Affecting culture and operations of DoD in future

Businesses outside DoD successful in:

Adapting to changing global environment

Exploiting information revolution

Structural reshaping/reorganizing

Developing innovative processes

SDCFP Background


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DoD needs effective access to best executive level business practices applicable to operations & support

Strategic Planning

Organization

Change Management

Human Resources

Information Technology

Supply Chain

Outsourcing

Infrastructure approximately 2/3 of Defense Budget

Reforms generate savings

Savings applicable to operational shortfalls

SDCFP Background


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Two or more officers from each Service practices applicable to operations & support

High flag/general officer potential

O-6 or O-5

Senior Service College credit

Group Education

Current political/military issues;leading edge technologies

Meetings with senior DoD officials, business executives, Members of Congress, the press, former sponsors, alumni

Graduate business school executive education

Eleven months at Sponsoring Company

Permanent Staff

SDCFP Director

Net Assessment for oversight

National Defense University for Admin support

www.ndu.edu/sdcfp/sdcfhom.html

SDCFP Organization


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06 - Prior practices applicable to operations & support

3M, ABB, Accenture, Agilent Technologies, American Management Systems, Amgen, Boeing, Caterpillar, Cisco, CNN, DirecTV, DuPont, Enron, FedEx, General Dynamics, Hewlett-Packard, Honeywell, Human Genome Sciences, IBM, Insitu Group, Johnson & Johnson, Lockheed Martin, Loral, McKinsey & Co., McDonnell Douglas, Merck, Microsoft, Mobil, Netscape, Oracle, Northrop Grumman, Pfizer, Pratt & Whitney, PricewaterhouseCoopers, Raytheon, Sarnoff, Sears, Sikorsky, Southern Company, SRA International, Sun Microsystems, Symbol Technologies, Vertex Aerospace

06-07

Caterpillar, Deutsche Bank, DuPont, General Dynamics, IBM, McKinsey, Microsoft, Pfizer

07-08

3M, Athena Innovative Solutions, Amgen, Boeing, Cisco, CNN, Lockheed Martin, Oracle, SRA International

SDCFP Sponsors


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Program objectives fulfilled practices applicable to operations & support

Education3

DoD, individual officers, Sponsors

More Sponsors than Fellows available

Intra-group experience sharing

Group visits with sponsor CEO’s and senior leadership

Unique corporate experience

Strong corporate support

Executive/operational level duty mix

Mergers/restructuring

Unexpected challenges, valuable insights

SDCFP Results


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Build a cadre of future leaders who: practices applicable to operations & support

Understand more than the profession of arms

Understand adaptive and innovative business culture

Recognize organizational and operational opportunities

Understand skills required to implement change

Will motivate innovative changes throughout career

Report and Briefingsdirectlyto SecDef/DepSec, 40 others

Business insights relevant to DoD culture/operations

Recommended process/organization changes

SDCFP Products


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“And we must transform not only our own forces, but also the

department that serves them by encouraging a culture of creativity

and intelligent risk taking. We need to promote a more

entrepreneurial approach to developing military capabilities, one that

encourages people--all people--to be more proactive and not reactive,

to behave somewhat less like bureaucrats and more like venture

capitalists… “

Secretary of Defense

Remarks to The National Defense University

31 January 2002


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