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The authors examine how the organizational structure of commercial corporations has changed over the past 10-15 years, in order to understand what lessons from that experience might be applied to the U.S. Army. Many of these changes have been greatly facilitated by advances in information technology, and part of the project's goal was to discover how the ongoing information revolution might make organizational innovations possible. The authors argue that the principles of flat organization and decentralized leadership are already present to a degree in Army doctrine, but in practice the Army tends to be excessively hierarchical. The problem is particularly severe in the TDA Army, as well as in the TO&E Army under peacetime conditions. The report suggests a number of ways to minimize the effects of excessive command hierarchy.

Table of Contents

  • Chapter One

    Organizational Trends in the Commercial Sector

  • Chapter Two

    The Military As a Flat Organization

  • Chapter Three

    Implications for the Army

Research conducted by

The research was sponsored by the Deputy Chief of Staff for Doctrine, TRADOC, U.S. Army and was conducted in the Arroyo Center's Strategy and Doctrine Program. The Arroyo Center is a federally funded research and development center sponsored by the United States Army.

This report is part of the RAND Corporation monograph report series. The monograph/report was a product of the RAND Corporation from 1993 to 2003. RAND monograph/reports presented major research findings that addressed the challenges facing the public and private sectors. They included executive summaries, technical documentation, and synthesis pieces.

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