Chief of Staff of the Air Force (original) (raw)
We have a responsibility to lead and advance the integration of the joint force to achieve excellence in these characteristics. The future holds ambiguity, but our task is clear: we must now follow through.
Follow through on the changes our Airmen and their families expect and deserve. Changes worthy of their commitment and sacrifice, and suited to fulfill the oaths we take on service of this Nation.
Follow through to transform the products of our Operational Imperatives into actual meaningful operational capability. This requires thoughtful consideration and integration, with the ultimate aim of maximizing combat effectiveness.
Follow through to ensure our force presentation and force generation models are aligned to the way we intend to fight as articulated in our current Air Force Future Operating Concept. This means adapting many of our current paradigms for units of action, and orienting toward team preparation for deployment to be combat effective more rapidly.
Follow through to define and refine the force design that provides the optimum size, shape, and composition of our force. This entails not only incorporation of currently unfielded classes of capabilities (e.g., collaborative combat aircraft (CCA)), but also new competencies and skill sets for which we must organize and train future Airmen.
Follow through to adapt our organizational structure to optimize for great power competition. This entails applying "integrated by design" to capability development. This organizational design should focus on ensuring designated commanders can focus on training, readiness, and warfighting-with both the requisite authority and accountability. Meanwhile, other commanders will focus on supporting capability development and sustainment. However, all will be oriented on providing well trained, equipped, and ready forces for deterrence and conflict.
Follow through on training transformation. This requires continued focus on learner-centric training and education to optimize individual human performance. We have demonstrated new ways to leverage technology to not only improve information absorption and application for specific skill sets, but also ways to tailor training to individual Airmen and enable them to learn and apply skills more rapidly and effectively throughout their years of service.
Follow through on harnessing the innovative talent and spirit that exists in every corner of our Air Force by vectoring that energy towards solving our key Air Force challenges. We must continue to connect and empower the innovation ecosystem so the brilliance of individuals can better serve the entire Air Force team.
Most importantly, we must follow through on our commitment to the success of the team. This includes demanding and protecting an environment in which all Airmen can reach their full potential. It means uplifting our wingmen, while holding ourselves accountable for our actions.
It means removing barriers while maintaining and enforcing standards. It means all-axis leadership-top-down, peer-to-peer, and even "leading up."
