Jan 1, 2004
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Private-sector corporations identify their high-potential employees early on, placing them in positions in which they can develop skills that will eventually be of valuable use in senior executive management and leadership positions. Such investment in these maturing assignments adds a stability and influence to the company, bringing years of expertise and experience to the highest levels of decisionmaking. The Department of Defense (DoD) wants that same type of experience and tenure in its general and flag officers (G/FOs) but currently encounters a high turnover from these most-senior employees. Moreover, a concern exists that simply lengthening the stay of senior officers will only clog the system, stagnating promotions throughout the entire officer corps. In response to this, RAND researchers analyzed the current system, reviewed literature on corporate management practices, and modeled different ways of managing G/FOs. They categorized officer assignments as either "developing" or "using" and looked at how much time officers spend in each to evaluate current and potential promotion flow. In addition to proposing variations to the promotion model, the authors address the concerns expressed by those in DoD and Congress about implementing such changes.
What Do General and Flag Officer Careers Look Like in the Current Management System?
A Framework to Analyze and Model the General and Flag Officer Management System
Current General and Flag Officer Development in the Developing Job-Using Job Framework
A Revised Management System: Effect on General and Flag Officer Development and Promotion
Reactions to the Current System and Proposed System
Conclusions and Recommendations
Detailed Analysis of Current Management of General and Flag Officers
Modeled Policy Excursions
Modeling Results in Tabular Form
Modeling Results in "Flow" Form