Organizational and Cultural Erosion of the Icbm Nuclear Enterprise

The ICBM organization and culture eroded during the transition from SAC through AFSPC, and immediate efforts are needed to address issues in the areas of mission, pride, expertise, and personnel management. First, SAC had a clear focus on the importance and critical nature of the nuclear mission; AFSPC lost focus on the nuclear mission due to other priorities. This can be corrected with improved AF understanding, communication and advocacy regarding the nuclear mission. Second, all indications suggest that SAC had a sense of pride and professionalism in its nuclear mission and AFSPC allowed that to erode. Actions must be taken to reinstall increased pride and professionalism into the nuclear community. Third, expertise is developed with proper training, education, evaluations, and by carefully nurturing this knowledge. SAC used constant training, evaluations, and competitions to validate that its personnel were prepared to execute the nuclear mission. During the AFSPC period, the expertise was allowed to wither and the AF must now redevelop this expertise. Finally, SAC maintained complete control on personnel management with its focus always being the nuclear mission. Personnel management for the nuclear career path was not well developed or encouraged under AFSPC. Provided recommendations are focused on the organizational and cultural changes that are needed in the areas of mission, pride, expertise, and personnel management.