- Reaction score
- 24,321
- Points
- 1,010
I heard it was a honey badger…
Army Reserve Restructuring
- Thread starter FJAG
- Start date
- Reaction score
- 41,744
- Points
- 1,210
I heard it's Deadpool, not Wolverine.
- Reaction score
- 7,983
- Points
- 1,190
The new headquarters isn't in charge for another 2 months nor are they fully stood up. The Army Reserves had decades to fix themselves and couldn't. Stop waiting on a HQ to help you.
PrairieFella
Army.ca Veteran
- Reaction score
- 4,282
- Points
- 1,110
Lmao what are you going on about? "Stop expecting your new chain of command to communicate whats going on".
- Reaction score
- 7,983
- Points
- 1,190
Your new chain doesn't exist yet. Some haven't even had a RFD date pass by yet.
- Reaction score
- 176
- Points
- 830
Unless you work in Brigade, it shouldn't matter if you aren't getting direction from higher... as your reporting chain stays the same and you report to Brigade...
McG
Army.ca Legend
- Reaction score
- 6,208
- Points
- 1,260
While 2 Div has not taken ownership of the CBGs outside Quebec and there will be a lot of pers rotation at APS, the 2 Div HQ has been fully stood up for years. I have no doubt there are people in that HQ thinking about what is coming next, but there are a lot of moving parts and the division's job is defence of Canada (it's not "the PRes Div") which means it has bigger issues to consider than just tinkering with CBG orbats. If there is a major DOMOP on 01 October, how is 2 Div going to respond to that when it no longer has direct control over a local Reg F Service Battalion and/or Tech Svcs unit to support a CBG deployment? Maybe that question has more urgent need of an answer than pontificating on the role of the buckshot fusiliers in three years time.
Last edited:
- Reaction score
- 7,983
- Points
- 1,190
I'm sure theres lots of smart people working on it, but an estimate for the 10 year plan of an entire Div isn't going to be ready on 11 Sept. I also have no doubt 2 Div will respond professionally and figure out whatever they need to accomplish a mission in the intervening time.
The annoying part is the constant complaints from forum posters here demanding a way forward when any smart leader knows that estimate will take time to do properly.
The annoying part is the constant complaints from forum posters here demanding a way forward when any smart leader knows that estimate will take time to do properly.
- Reaction score
- 20,489
- Points
- 1,160
At the risk of being one of those guys . . . again . . . I think a little criticism is due.
Force 2025 studies are several years old and, let's be honest, army modernization is just a riff on those studies. So the estimates were, or ought to have been done, years ago. I'm quite sure that the folks who will be running 2 Div are quite smart and will figure it ought but quite one makes a big move like the army did here then all of the high order things should have been figured out by army staff a long time ago.
We gunners have a little thing we do called "concurrent activity." If the high level decision was made to concentrate the army in two divs - one homeland, one expeditionary capable - divided in roughly RegF / PRes lumps, then the marching orders of both divisions should have been worked on concurrently over the last year. They haven't been. They're more in the nature of sequential. Even worse, the CDS has a separate "Tiger Team" going on about reserve service in general that will throw monkey wrenches into the works for years to come - unless it peters out like CAF transformation Tiger Teams are won't to do.
It's not the absence of a ten-year plan that's the problem; it's the communication plan and the Day 1 Business transformation plan that hasn't gotten out. That's because the communications plan is failing. I certainly hope that the DWAN-facing Army Modernization web pages are much more content rich than the public-facing ones because those suck. They haven't been refreshed in many months.
2 Div already has a Division Badge, it's had one since 1915.
McG
Army.ca Legend
- Reaction score
- 6,208
- Points
- 1,260
I am tracking a lot of horsepower was hidden away from the rest of Army HQ to start the modernization planning from first principles. Calling modernization a riff of an old plan seems like it might be diminishing a lot of hard work from a position of ignorance.
The whole Army does this but, because someone’s planning priorities don’t aling with yours, you are ready to accuse (again from a position of ignorance) they don’t.
It was not. The army will be four divisions (though we will continue to call one of those a “centre”)
The complaint you are piling onto is the lack of in-the-weeds Army Reserve transformation details… that’s not a day 1 problem. The stuff that is a day 1 problem impacts formations and will be invisible in individual unit lines. There is a lot of unanswered questions for Day 1, but none of those questions involve reorganizations or retasking of reserve units.
The whole Army has not solved PRes structure in decades; we should not expect a division to have solved this before they even own the whole problem (and while still managing the old mission & task set).
daftandbarmy
Army.ca Fossil
- Reaction score
- 47,040
- Points
- 1,160
If nothing else, the CAF does 'Redisorganization' pretty well 
A Surrealistic Mega-Analysis of Redisorganization Theories
Background
We are sick and tired of being redisorganized.Objective
To systematically review the empirical evidence for organizational theories and repeated reorganizations.Methods
We did not find anything worth reading, other than Dilbert, so we fantasized. Unfortunately, our fantasies may well resemble many people's realities. We are sorry about this, but it is not our fault.Results
We discovered many reasons for repeated reorganizations, the most common being ‘no good reason’. We estimated that trillions of dollars are being spent on strategic and organizational planning activities each year, thus providing lots of good reasons for hundreds of thousands of people, including us, to get into the business. New leaders who are intoxicated with the prospect of change further fuel perpetual cycles of redisorganization. We identified eight indicators of successful redisorganizations, including large consultancy fees paid to friends and relatives.Conclusions
We propose the establishment of ethics committees to review all future redisorganization proposals in order to put a stop to uncontrolled, unplanned experimentation inflicted on providers and users of the health services.Similar threads
