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The Agile Force is about being Operationally Effective. Operational Effectiveness links the objectives that will allow us to deliver the agility and organisational resilience for operational success. We must also remain agile in everything we do. The Valued Partner theme reflects the need for the NZDF to retain the trust and confidence of our partners and stakeholders. Resource Efficiency is about being the best at what we do by being selective and optimising how we use our resources. Through integration and synergy across the organisation we will release additional capacity for mission success.
The collection of strategic themes articulates how the NZDF will work together to deliver maximum value. In effect, the strategic themes provide the ‘glue’ that links together the separate objectives and initiatives of the organisation to deliver the synergies of the whole – three Services as One Force delivering the Joint Effect (the ability to contribute air, land and/or sea capabilities to military operations that are relevant to New Zealand’s national interests and security strategy).
The NZDF strategy is organised around four Strategic Perspectives – Our Stakeholders, Enabling Processes, Resources, and Learning and Growth.
Our Stakeholders. This perspective recognises who our stakeholders are [Government (central government and other government departments and agencies) with whom we share common outcomes, the citizens of New Zealand, and our defence partners] and what our strategy must deliver for our stakeholders. It reflects the mission-focused nature of public sector organisations, subject to Government mandate and limitation. For the NZDF this covers those organisational outcomes that our strategy must deliver to meet the expectations of stakeholders.
Enabling Processes. This perspective focuses on the internal organisational processes that we must excel at to meet all the requirements of the NZDF mission, effectively and efficiently, within the resources allocated.
Resources. This perspective looks at how we must obtain and manage our resources base to deliver our mission. It reflects how we will maximise output effectiveness from predetermined baselines, while controlling costs.
Learning and Growth. This perspective looks at how we sustain our ability to change and improve. It reflects the need to build the NZDF of the future in our people, our organisation, and our information resources.
The NZDF Strategic Objectives across the three Strategic Themes and within the four Strategic Perspectives are listed within the NZDF Strategic Initiatives table shown later. In summary, the NZDF Strategic Objectives - grouped by Strategic Perspective - for the period of this Statement of Intent (but updated annually) relate to:
- Strategic Perspective - Our Stakeholders:
- Current Operations. We need to sustain current operational commitments while introducing new capabilities (0 to 5 year timeframe).
- Future Operations. We must be ready to meet the Government’s next request (5 to 10 year timeframe).
- Finance and Resources. We must make best use of allocated finance and resources.
- Reputation. We need to enhance our reputation as an effective Defence Force and valued interagency and coalition partner.
- Strategic Perspective - Enabling Processes:
- We must deliver effective and efficient business processes.
- We must deliver agile and effective logistic support.
- We must deliver flexible and relevant future capabilities (beyond 20 year timeframe).
- We will develop and sustain an effective military policy capability.
- We will increase our contribution to Whole of Government Security Sector Outcomes.
- We will optimise our training systems.
- Strategic Perspective - Resources:
- We must equip our forces to meet current operational commitments and be ready for the next request.
- We must optimise Defence Infrastructure to meet future needs.
- Strategic Perspective - Learning and Growth:
- We will be an Organisation of Choice.
- We must ensure we have the people we need.
- We must be good at personnel management and prepare and support the joint team.
- We will grow Information Management capabilities to support the Knowledge Edge Force.
- We will improve the ability of technology to support effective management of the NZDF.
Each of the NZDF Strategic Objectives will be achieved through a number of Strategic Initiatives as shown in the NZDF Strategic Initiatives table in the next section.
Everything an organisation does must relate to its top-level strategy; there must be alignment throughout the organisation. Within the NZDF each of the Services (Navy Army and Air Force) and the Joint Headquarters already have well-developed strategic plans to support their own requirements. The NZDF Strategic Plan, and associated Balanced Scorecard, recognises this and has been derived largely from existing NZDF priorities and programmes. The main intent of our strategic plan is the progressive alignment of our priorities, programmes and activities around a corporate-level strategy.
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