Al Batschelet

As a three-time CoS (2 yrs 2nd Infantry Division - Korea, 2 yrs Eighth Army (Official) and as XO/assistant to US Army TRADOC CoS) this book struck me as an accurate assessment of the role. Though the scope of my experiences could not match the incredible magnitude of WH CoS, the processes, roles and functions were quite familiar. The CoS, in civilian or military context, helps frame decisions, preserves the leader’s time for things that matter, act as honest broker, integrate and lead a staff. The measure of a staff’s functionality, effectiveness and efficiency usually turns to how well the Chief is doing his or her job. My TOP quote: “The people who don’t succeed as White House Chief of Staff are people who like the ‘Chief’ part of the job and not the ‘staff’ part. You’ve got to remember you’re staff even though you’re powerful.” (Jim Baker, CoS to Ronald Reagan) U.S. Army School of Advanced Military Studies (SAMS) | The Army University | U.S. Army Combined Arms Center | Army University Press

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🚨 Big Win in GovCon! G2Xchange has the latest on the 5-year, $2.4B SPRUCE IDIQ awarded by the U.S. Department of Veterans Affairs. 🌟 With 10 top-tier companies named out of 33 bidders, this contract is designed to streamline agile product design and delivery services for the VA. 💼 What's SPRUCE? The Secure, Performant, Reliable, and User-Centered Experiences (SPRUCE) contract provides digital solutions that align with VA's mission. Each task order, capped at $50M, brings together expert teams across software development, data science, product support, and more. Check out the full details on how this contract will drive VA’s digital modernization goals by leveraging industry best practices and top professionals! 👉 Check it out here: https://lnkd.in/gav7kUFy G2Xchange | #govcon #VA #SPRUCE

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New Hub-and-Spokes post! 🚀 Capitalizing on Critical Technologies: DoD's Office of Strategic Capital and its Plan to Secure America’s Strategic Edge Three key stories shaping U.S. defense and Indo-Pacific alliances this week: 1️⃣ DoD's Office of Strategic Capital Unveils 2025 Investment Plan Focused on supporting critical technologies and national security priorities, OSC's new strategy aims to catalyze private investment in sectors crucial to America’s edge. 2️⃣ $3.6B Sale of Air-to-Air Missiles to Japan A significant step in bolstering U.S.-Japan defense cooperation with the sale of AMRAAMs, ensuring the security of U.S. personnel and regional stability. 3️⃣ NSA Jake Sullivan’s Capstone Trip to India Sullivan's visit underscores the growing U.S.-India relationship, focusing on space cooperation, nuclear collaboration, and emerging technologies. #Defense #NationalSecurity #Technology #USIndia #USJapan #Investment #StrategicAlliances https://lnkd.in/euN3a_Bb

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In 2024, the United States Department of Defense took decisive action to strengthen partnerships with allies and partners across the world while continuing to provide security assistance in response to global events. USD(A&S) LaPlante continued convening National Armaments Directors under the auspices of the Ukraine Defense Contact Group, synchronizing international efforts across four areas: Production, Sustainment, Innovation, and Ukraine Industrial Base Support. Meeting 13 times since initially coming together in September 2022, learn more about the UDCG NADs' work here: https://lnkd.in/ehxBHxT5 Since Russia’s unlawful invasion of Ukraine, the United States has committed more than $62 billion in security assistance to Ukraine, including more than $21 billion obligated on contract to procure new capabilities directly from industry. DoD has also obligated more than $25 billion on contract to replace equipment drawn down from U.S. stocks. Learn more about U.S. security assistance to Ukraine here: https://lnkd.in/eBjgqBHZ 2024 also saw the launch of the Partnership for Indo-Pacific Industrial Resilience, or PIPIR. A multi-lateral forum aimed at strengthening regional security, economic security, and prosperity in the Indo-Pacific region, PIPIR serves as a platform to accelerate defense industrial base cooperation by reducing barriers to production, creating new sustainment hubs, and addressing supply chain constraints. The inaugural plenary meeting was chaired by USD(A&S) LaPlante in October. Learn more here: https://lnkd.in/gqtDW93c #SucceedThroughTeamwork #StrengtheningAlliances #SecurityAssistance

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Stepping into the future with #DISANext - a comprehensive 5-year blueprint from the Defense Information Systems Agency. Spearheading industry change through its 4 fundamentals: Secure Capabilities, Strategic C3, Modernization, and Data. Hear from the visionary himself, Lt. Gen. Robert Skinner about the strategic imperatives of this plan: https://bit.ly/3WcCrb2. Paving the way for advanced #Cybersecurity and #strategy!

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In engaging our rapidly evolving global security landscape, collaboration and partnership are essential pillars in bolstering defense industry capabilities and meeting warfighting needs. As underscored by Bill LaPlante, the undersecretary of defense for acquisition and sustainment, in his recent testimony before the Senate Appropriations Committee's Defense Subcommittee, the war in Ukraine has brought to light the critical importance of countries coming together to produce key munitions. This initiative not only strengthens the defense industrial base but also enhances deterrence capabilities on a global scale. Moving forward, the DoD is prepared to embark on an innovative roadmap of co-production, co-development, and co-sustainment with allies and partners. Milestones on this roadmap include plans to co-produce Guided Multiple Launch Rocket System and Precision Strike Missile munitions with key allies, as well as partnering with Japan on the development and production of the next generation of missile defense interceptors. These strategic collaborations foster interoperability as well as ensure the rapid fielding of essential capabilities to the warfighter. Industry plays a pivotal role in this endeavor, with opportunities abound for collaboration and contribution. As the DoD shifts towards a more agile acquisition approach, industry partners are invited to leverage their expertise and capabilities to support the co-production and development efforts outlined by LaPlante. From manufacturing key munitions to providing innovative solutions for sustainment and logistics, industry stakeholders have a unique opportunity to contribute to the collective defense efforts of the United States and its allies. At CRG, we understand the importance of strategic partnerships and effective acquisition pathways in meeting the evolving needs of the warfighter. Our seasoned SMEs and dedicated teams stand ready to assist industry clients in navigating the complexities of defense acquisition, from capturing requirements to delivering cutting-edge solutions. Whether it's winning contracts, optimizing production capabilities, or ensuring compliance with regulatory requirements, CRG is here to guide you every step of the way. Visit https://crgroupinc.com/ or reach out to us at contact@crgroupinc.com to learn more about how CRG can empower your organization. #DefensePartnerships #GlobalSecurity #DefenseIndustry #DIB #GovCons #DefenseAcquisition #MilitaryCollaboration #InternationalAllies #USMIL #GlobalDefense #GovernmentContractors #DefenseSolutions #DoD #DefenseTechnology #DefenseIntegration #MilitaryCapabilities #DSCA #NationalSecurity #DefenseCollaboration #StrategicPartnerships #InternationalDefense #MilitaryAlliances #DefenseCooperation #DefenseManufacturing #DefenseSupplyChain #GlobalManufacturing #DefenseProduction #DefenseValueChain #InternationalSupplyChain #GlobalIndustrialPartnerships #DefenseTechCollaboration

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Just back from the Federal Executive Institute and still processing all the revelations and growth. So many amazing government workers doing good works for citizens world wide. Some key nuggets: 1. Pause. 2. Embrace discomfort over resentment 3. Change is progressive. 4. Know thy self 5. Be fully engaged in all aspects of life I highly recommend for personal and professional growth. https://lnkd.in/enf66kkk

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I hope you might read this short historical case study published at The National Interest of how President Eisenhower changed out his entire Joint Chiefs of Staff at the beginning of his administration to pursue a new National Military Strategy (The New Look) while cutting the Pentagon's budget and bureaucracy. The case study is derived from primary source documents reviewed at The National Archives, the Eisenhower Library, and the Wilson Papers at Anderson University, Anderson, IN. https://lnkd.in/ewPKdKC9

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A few weeks old, but definitely a project worth talking about. Three lessons I’ve mulled over that might be helpful for others. 1. Planning is everything. This 3 minute clip took over six months of work. Details like flight times and mission profile were late in the game, as is expected. However, knowing the missions were on the books, getting a sense for what the scope of training was, that didn’t sneak up on us. For anyone in the #publicaffairs organization #publicrelations world, get into you operational planning early. 2. How you portray the story matters. This could have been a very sensational, politically charged story. But, that wouldn’t have matched with reality. We took the time to deliberately draw out what the story was and make sure we didn’t get drawn into the lore alluring side of sensational storytelling. In the end, our ability to maintain a moderate disposition allowed the newscrew to do their job and creatively tell the story in a way that fit how we saw the situation. 3. Don’t stop at the first “no.” There were many versions of “no” along the path to telling this story. No, you can’t fly a reporter on an AC-130J. No, you can’t use a military videographer for civilian media. No, you can’t have people on the live fire range. No, we can’t get you in-flight video footage. All of those ended up being, “yes, but here’s what you need to do” situations. No is often used as a catch all for, that’s more work or an individual’s experience and knowledge has been exceeded. Push past the no and find a solution. There are many more lessons out of this first international media flight on an AC-130J, but those are my top 3. If you have questions, shoot me a message. Always happy to talk. A big thanks to Rebecca Heyse and her team for making this happen, as well as the CNN International Commercial crew. Without them, none of this would have happened!

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#DYK that there are a variety of supply chain organizations across the interagency? The Department of Energy, Health & Human Services, Department of the Interior & the US Geological Survey, Department of Homeland Security, Department of Transportation, Department of Commerce, & the Department of Defense all have subordinate units focused on various aspects of #supplychains with different authorities. I think this reflects both how complex & foundational supply chains are to the #economy & national security in the 21st century. Photo below taken yesterday at the Advisory Council for Supply Chain Competitiveness (ACSCC) meeting, where this & other related topics were discussed. #logistics #manufacturing

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Small Contractors Set to Benefit from Strategic Alliances and Government Efforts in 2025 Small defense contractors stand to gain as the next administration pushes efficiency and cost cuts, increasing their Pentagon share. https://lnkd.in/gyVHGUsz

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🚨 Announcing the New Implementation Plan for Strengthening America’s Defense Industrial Base 🚨 I’m honored to be an integral part of executing the Department of Defense’s (DoD) new National Defense Industrial Strategy Implementation Plan (NDIS-IP). Today, the Office of the Assistant Secretary of Defense for Industrial Base Policy (OASD(IBP)) unveiled this critical plan, detailing the ongoing and future actions needed to modernize and secure our defense industrial base. This initiative outlines six cross-cutting programs designed to ensure a more resilient defense ecosystem. From collaboration across DoD components and Services to vital partnerships with industry, international allies, and stakeholders, this strategy underpins the effort required to reinforce our industrial base. 📈 The NDIS-IP addresses a unified commitment to strengthening industrial capacity, building resilience, and reducing risks across the board. This will involve: • Key partnerships with private industry, academia, and international allies, • New OTAs under the Defense Industrial Base Consortium (DIBC) for rapid research, including the recently announced request for white papers on “Critical Chemicals for Defense,” • Support from Congress as a cornerstone of sustainable security. For those interested, the unclassified NDIS-IP document is available here: NDIS-IP FY2025. https://lnkd.in/dUmSt7yd I’m inspired by the opportunity to help lead this strategic vision forward, ensuring our nation’s industrial base remains robust and capable. #NationalSecurity #IndustrialBase #DefenseStrategy #Innovation #DoD

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Bravo!!! It is great to see important leaders paying attention to critical issues. However, it is not just an Air Force and Navy issue--it's all Services plus our critical allies--Japan and others. Also, it's not just aircraft--its ports, personnel and other critical infrastructure (including IAMD). Proper actions with a sense of urgency are what is needed. https://lnkd.in/gHd7MDve

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The Korea Defense Veterans Association (KDVA) is a nonprofit organization registered in Virginia with operations throughout the United States (U.S.) and the Republic of Korea (ROK). KDVA’s mission is to enhance the ROK-U.S. Alliance and support the Veterans who built the Alliance and continue to serve it. We are guided by our values of selfless service, being non-partisan, respecting the voices of our members and supporters, being dedicated to our mission and our members, educating Americans and Koreans about the importance of the Alliance and our Veterans, and connecting our members and supporters in person and virtually. KDVA is thankful for our unique position of being a Veterans organization and an Alliance thought leader. Our Board of Directors and Advisors volunteer to provide their leadership, expertise, and selfless contributions to ensure KDVA operates as a respected and recognized voice in the United States and Korea. KDVA’s first Strategic Plan took a comprehensive look at the current state of the organization and took into consideration our strengths, weaknesses, opportunities, and threats so that we can develop strategic objectives, actions, and budgets to guide KDVA for the next five years. Through this process, the Association learned that we need to dedicate our time, effort, and resources to reaching more people, providing meaningful events and activities, bringing people together in person and online, and supporting our members with programs and opportunities to contribute their experiences and insights. KDVA wants this plan to be a coherent, practical, and living document that will allow the organization to accomplish its mission while attaining responsible and sustainable growth. In its first 7.5 years, KDVA has grown to over 35,000 members and 106,000 social media followers. But with this strategic plan, KDVA aims to reach more of the 3.5 million ROK and U.S. Korean War Veterans and 3.5 million ROK and U.S. Korea Defense Veterans ... and millions of their family members, friends, and supporters. KDVA greatly appreciates our fundraising partner, the Korea-US Alliance Foundation (KUSAF), for raising over 90% of KDVA’s funds. None of KDVA’s activities, which are all offered for free, would be possible without KUSAF. KDVA will adjust our spending based on its annual funding support from KUSAF. KDVA has a bright road ahead of bringing together Americans and Koreans for a common cause that will allow us to realize our vision to be the preeminent advocate and voice for the United States and Republic of Korea defense alliance and Veterans who served in Korea. Read Plan - https://lnkd.in/encY_PK5

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I was exploring Anthropic Claude artifacts and considering the federal Authority to Operate (ATO) process. I searched for a clear process map for achieving ATO and used the U.S. Department of Homeland Security's ATO guide to create an interactive checklist app. While this app has limited functionality, it raises the question of why a similarly streamlined, interactive tool isn't available for all federal ATOs. I'm curious if this approach oversimplifies the concept, not necessarily referring to my app but to the idea of a unified ATO process tool. NOTE: This is a demo only and not an official application sanctioned by DHS. I simply used their guide as it was the clearest I could find. Link: https://lnkd.in/gSm3Gqsy John Ferry Peter Guinto Anne Laurent Kraig Conrad, CAE, CTP Ryan Connell Bonnie Evangelista Michael Carmody Alice T. Cameron Holt Justin Snair Karey Shaffer, MBA Karen Landale Christopher Shaheen Brett Josephson

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Great article by COL Everett Spain who considers how to retain the best talent. I recently had a conversation with one of my team's highly talented officers where I realized that SELCON and other ways that we are breaking the up-or-out system can be demoralizing for those who are demonstrating talent within a merit-based system. Take care of the talent we have. Spain proposes, "Show poor performers the road or your boot. Minimize your high potentials’ dissatisfaction by holding low-performing officers accountable." I would love to hear your thoughts on retaining talent by eliminating low-performers.

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ICYMI: On Thursday, the Biden-Harris administration issued a National Security Memorandum on Artificial Intelligence. I had the privilege of being present for the rollout by Jake Sullivan at NDU that morning. My initial thoughts: it's good to see the conversations around this have moved past where we were just two years ago talking about AI being the end of humanity. To be sure, there are risks - people doing bad things with AI, people doing bad things to AI, and just bad/shoddy AI. However, the risk of the United States falling behind strategic competitors both in national security applications as well as broader applications that ripple throughout our economy is far greater than any Skynet scenario we might dream up. The NSM strikes a good balance here, summed up as: we need to manage the risks prudently (and have a framework for doing so) but ABSOLUTELY need to gain and maintain the lead (not only in training better models but also directly related areas such as chips and energy). https://lnkd.in/eFwJ7yZm

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Rather than focusing on conventional Joint force capabilities, this article analyzes recent US Army operational experience in security force assistance and security cooperation in US Indo-Pacific Command and identifies capability gaps and opportunities for competition. Read: "Security Force Assistance Brigades and US Indo-Pacific Command Multi-domain Competition" https://lnkd.in/ek9vi5TJ

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