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Air Force Smart Operations for the Twenty-first Century (AFSO 21)
is the Air Force's initiative to recapitalize funds by maximizing
value and minimizing waste in operations. This is a fundamental
shift by the Air Force toward a desired end state of continuous
process improvement. Will AFSO 21 change the culture of the Air
Force? A successful change requires a balance between the system
components of culture, vision, structure, leadership, and systems.
Air Force leadership may avoid failure in its AFSO 21
implementation if it addresses potential failure points before they
fester and take root. The first potential failure point is focusing
only on culture and thus creating an unbalanced system or
organization. The next potential failure point is the inflexibility
of the Air Force structure. A third potential failure point is its
human resource management systems. When it comes to "quality"
programs, Air Force midlevel officers are experiencing deja vu. How
will midlevel officers accept it? The failure to win over
Generation TQM, the midlevel officers, is a fourth potential
failure point for the sustainment of AFSO 21. Does the Air Force
have a vision for AFSO 21? The Air Force must rectify this
disparity between vision and message and remove a final potential
failure point in sustaining AFSO 21. This paper identifies
potential failure points associated with the changing Air Force
culture. Overall, the Air Force's change plan appears to be
proceeding according to schedule. However, it does not appear that
the Air Force is adequately planning for a long-term sustainment of
AFSO 21. There is still time for Air Force senior leadership to
correct the system's alignment and put AFSO 21 on track for
long-term sustainment. A culture of continuous process improvement
will take root once the Air Force leadership fully commits to AFSO
21.
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