SMC unveils new Strategic Plan Astro News Feb. 21, 1997 Ed Salem

SMC unveils new Strategic Plan
Astro News Feb. 21, 1997
Ed Salem Chief of Strategic Planning

The Space and Missile Systems Center Strategic Plan, revised in January, is a statement by Lt. Gen. Roger DeKok, SMC commander, and the senior leaders here of their commitment to the Air Force's values, our customer's and constituent's goals, and the strategic objectives set forth to accomplish them. The changes were kept to a minimum to emphasize consistency and continuity.

General DeKok's letter clearly defines his commitment to the people of SMC, the vision of the Air Force, and dedication to providing the tools needed by the warfighter.

The 1997 revalidated SMC Strategic Plan is consistent with the goals and objectives of the 1995 plan. None of the key elements of the plan have changed. In the Strategic Objectives, Strategic Objective 3 has been declared accomplished with the institutionalization of the Business of Space Course offerings. Objective 5 has been reworded to reflect current organizational structure within the space organizations. The rest of the changes in the plan are contextual. It retains the concepts adopted by SMC's senior leadership in 1995.

In the winter of 1996, the senior leadership was briefed on the intent to issue a re-validated strategic plan during a Corporate Management Review. There was no intent to change the strategic direction of the center in terms of goals and objectives. However, it appeared to need an update in terms of the context in which these elements were set. A team drafted the cover letter for General DeKok and recast the text responding to the questions posed in the plan in the general context of the Air Force Vision as stated by Gen. Ronald Fogleman, Air Force chief of staff, in his vision described as "Global Engagement: An Air Force Vision for the 21st Century."

The Strategic Plan was developed by SMC senior leadership to be a document to state clearly the strategic context within which the center operates. SMC adopted the Air Force values statement, rather than use the expanded version then in use. Its key strategies were defined in the "Seven Strategies for Space -- The Way Ahead." These were developed in the fall of 1994 in partnership with our strategic partners from the many sectors of space, to include customers, users, developers and suppliers. By including them in our strategic planning, the senior leadership hoped to drive certain corporate behaviors.

The format and the design of the Strategic Plan was also very important. The plan had to convey the message with more than just words. The group decided one of the key elements of the plan would be the inclusion, at the department level, of all the logos of the users of our space products, and to use the color purple to convey our joint focus and multi-service nature. The team also decided to incorporate the elements of the space badge into the front panel artwork along with the SMC shield and the U.S. Air Force values.

A report on the progress of the strategic objectives is being prepared and will be published in the spring.

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SMC Strategic Plan

Our Mission

SMC strengthens our nation's security by providing integrated, affordable systems for the control and exploitation of air and space.

Where are we today?

SMC enjoys a heritage of providing world class space and missile systems to its customers. Those systems have played a key role in past conflicts and are a key factor in helping U.S. forces fight and win our nation's wars. SMC recognizes the inextricable linkage of space and military operations on land, sea and in the air. As the Air Force makes the important transition into an air and space force, and continual evolution towards a space and air force, SMC stands ready to meet its new challenges and new missions.

Our Vision

"Forging the shape of space for tomorrow's conflicts."

Where are we going?

As we enter the 21st century, our mission is expanding. Our armed forces will now be asked to dominate an opponent across the range of military operations - otherwise known as Full Spectrum Dominance. The Air Force's challenge is to dominate air and space as a unique dimension of military power. The SMC team and its suppliers, operators, users, and stakeholders will work together to ensure joint forces have the resources they need.

Seven Strategies for Space -- The Way Ahead

Strategic Goals

How are we going to get there?

SMC will continue to lead in acquisition innovation and perform as a valued member of the DoD team, integrating space capabilities into joint efforts to support the needs of the warfighter and the nation. The following strategic goals reflect SMC's commitment to the future.

What will we do?

SMC faces a future of smaller budgets, fewer personnel, and a shrinking industrial base. SMC will be postured to operate in this environment, continuing to deliver the highest quality and affordable products and services to our customers.

Strategic Objectives

1. While delivering customer required performance and quality, further reduce the cost of selected assigned space and missile program activities up to 30 percent by 2000.

2. While delivering customer required performance and quality, seek innovative opportunities to reduce the resources necessary to execute the SMC mission up to 30 percent by 2000.

3. Develop and implement a comprehensive education program to familiarize all SMC personnel, customers, and key suppliers with the stakeholders' responsibilities and practices by 1996. (Completed)

4. Ensure SMC meets or exceeds all Base Operating Support customer commitment and service standards by 1997.

5. Develop an integrated planning context involving the four national space sectors (military, intelligence, civil, and commercial) in 1997. (Revised January 1997)

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