Kopi talk Philippine Army strategy map

Having raised the key question under each of the five perspectives the Philippine Army (PA) has considered in crafting its transformation road map, it proceeded to provide at least a few strategically chosen answers to each question.

Choosing the answers to each question presented the PA with a tall challenge, but one it rose up to after deep introspection and open exchange of ideas as well as viewpoints.

To the credit of the Army, it arranged for a genuinely open exchange, which involved representation from various ranks and levels of its sprawling organization.

Which answers came out after an open exchange? Broadly, they are as stated below:

"How can the Army effectively encourage (and win) stakeholder support?" Two clear answers came out, and these are: To "develop and communicate a brand image consistent with the Army's core values" and to "engage and partner with key stakeholders." The core values of "duty, patriotism, honor," which it had chiselled into its governance charter are to be taken seriously to a point where they shape and develop the Army's "brand." Moreover, the PA recognizes the imperative of reaching out and "engaging" key stakeholders.

"How can the Army generate and effectively manage its financial and logistical resources?" The PA proposes the following: To "adopt best practices in resource management," and to "institutionalize good governance." These proposals bespeak openness to adopt good and effective practices already proven and tested in other organizations and institutions. Moreover, there is explicit recognition that "institutionalization" of governance practices is the sure and tested way towards achieving sustainable breakthrough performance under all the strategic perspectives.

"How can we develop and enhance our human resource?" This question elicited three answers. They are as follows: To "recruit and retain the best and the brightest;" to "motivate our personnel;" and to "continuously build and develop the character and competence of our personnel." All these three answers speak for themselves; but the third one does need to be highlighted since it speaks of a continuous program for raising the levels of competence as well as for shaping the character of Army personnel in line with the Army's core values, which help develop its "brand."

"What critical systems and processes must we excel at?" This is the question that elicited the most answers. Four strategic objectives have thus been put forward and identified. They are: To "adopt and institutionalize best practices in management, operation and support systems;" to "build and modernize mission-essential capabilities;" to "excel in ground operations;" and to "actively support (in) nation-building." The first three are crucial and are expected; the fourth needs underscoring, since it articulates the essential, positive, and subsidiary role that the PA has in nation-building.

It recognizes the need to reach out to many other sectors of society, whose initiatives in nation-building it "actively supports," and in the case of civilian authority, whose mandate for public governance it obeys.

"How can we best serve the people and attain the Army's vision?" Two answers are presented: To be "responsive to the needs of the AFP," and to become a "professional army loved by the people." It is clear that the PA serves the nation through the AFP, of which it is a major component; but in serving the nation, the PA imposes the added priority of being "loved by the people." By succeeding in this, it ensures success in achieving its vision both in 2016 and in 2028.