Since 2012, the Institute for Solidarity in Asia (ISA) has been working with the Armed Forces of the Philippines (AFP) to map out a path toward becoming a world-class military institution. Now approaching completion of their 2016 goal of becoming fully-mission capable in the four areas of territorial defense, internal security, human assistance and disaster response, and international defense and security engagements, AFP is now purposively focused on ‘contributing significantly to the attainment of a credible defense posture in the West Philippine Sea’.
ISA recently spent a week with civilian, junior, and senior officers to write the AFP Transformation Roadmap 2022 (AFPTR 2022), taking away three key reminders on designing reform strategies:
- ENGAGE LEADERSHIP
When the AFPTR was first created in 2013, the leadership team was involved as far as setting the strategic direction and approving the roadmap and scorecard. This time around, the leadership team, represented by the Deputy Chief of Staff himself and the institution’s head policy-makers, participated in the actual debating, negotiating, and writing of reforms to be implemented. They also helped define priority projects and clear measures of success.
The result is a document that captures the views of top management as well as of future leaders of the institution, and that will most likely see quick approval and implementation.
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AFP reviewing previous reform strategies as a group
- DON’T REINVENT THE WHEEL
The new AFPTR 2022 takes off from two official documents: (1) The National Military Strategy, which is the Chief of Staff’s primary reference for executing national defense programs in the four mission areas; and (2) The AFP Strategic Direction 2028, which stresses modernization.
This is an additional guarantee that everybody in the institution will be working towards the same goals, following the proper delineation of roles, and communicating reform strategies using a common military language.
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ISA CEO Alex Lacson talking about “Building Our Dream AFP”
- KEEP IT SIMPLE
In the initial review of the AFP’s journey to achieving their 2016 milestones, the group discovered metrics and projects that turned out to be irrelevant to transforming the institution. Retracing their steps, they identified a lack of focus that arose from confusing strategy with operations and trying to do too much.
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AFP Joint and Personal Staff setting goals for capability building
Considering their impact, it is worth reminding huge institutions like our 125,000-person strong armed forces of these lessons, which are essential to implementing lasting reforms and addressing critical issues.
To contact the editor of this story, send an email to Marielle Antonio at [email protected].[/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]