The document discusses six proposed Special Areas of Emphasis (SAEs) for the Joint Faculty Education Conference in 2007. The SAEs are nominated topics that highlight important joint subject matter to be covered in Professional Military Education curricula. The six proposed SAEs cover the topics of Joint Command and Control, Information Assurance, the Joint Force Commander's Personnel Recovery responsibilities, an Effects-Based Approach to Joint Operations, Irregular Warfare, and leveraging expertise through Joint Functional Component Commands.
Peter Stinson Proposal 15 July2009 Regina Kline Chair Impact Of A Lea...Peter Stinson
A Proposal as a part of an Applied Dissertation Submitted to the Fischler School of Education and Human Services at Nova Southeastern University in Partial Fulfillment of the Requirements for the Degree of Doctor of Education: Impact of a Leadership Development Program on Interpersonal Conflict Management in a Coast Guard Staff Command
JELC-Lite: Unconventional Instructional Design for Special Operations TrainingJay Gendron
Abstract. Current special operations staff training is based on the Joint Event Life Cycle (JELC). It addresses operational level tasks in multi-week, live military exercises which are planned over a 12 to 18 month timeframe. As the military experiences changing global mission sets, shorter training events using distributed technologies will increasingly be needed to augment traditional training. JELC-Lite is a new approach for providing relevant training between large scale exercises. This new streamlined, responsive training model uses distributed and virtualized training technologies to establish simulated scenarios. It keeps proficiency levels closer to optimal levels – thereby reducing the performance degradation inherent in periodic training. It can be delivered to military as well as under-reached interagency groups to facilitate agile, repetitive training events. JELC-Lite is described by four phases paralleling the JELC, differing mostly in scope and scale. It has been successfully used with a Theater Special Operations Command and fits well within the current environment of reduced personnel and financial resources.
Army Futures Command Concept for Special Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
Peter Stinson Proposal 15 July2009 Regina Kline Chair Impact Of A Lea...Peter Stinson
A Proposal as a part of an Applied Dissertation Submitted to the Fischler School of Education and Human Services at Nova Southeastern University in Partial Fulfillment of the Requirements for the Degree of Doctor of Education: Impact of a Leadership Development Program on Interpersonal Conflict Management in a Coast Guard Staff Command
JELC-Lite: Unconventional Instructional Design for Special Operations TrainingJay Gendron
Abstract. Current special operations staff training is based on the Joint Event Life Cycle (JELC). It addresses operational level tasks in multi-week, live military exercises which are planned over a 12 to 18 month timeframe. As the military experiences changing global mission sets, shorter training events using distributed technologies will increasingly be needed to augment traditional training. JELC-Lite is a new approach for providing relevant training between large scale exercises. This new streamlined, responsive training model uses distributed and virtualized training technologies to establish simulated scenarios. It keeps proficiency levels closer to optimal levels – thereby reducing the performance degradation inherent in periodic training. It can be delivered to military as well as under-reached interagency groups to facilitate agile, repetitive training events. JELC-Lite is described by four phases paralleling the JELC, differing mostly in scope and scale. It has been successfully used with a Theater Special Operations Command and fits well within the current environment of reduced personnel and financial resources.
Army Futures Command Concept for Special Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
FM 7-0 Training Units and Developing Leaders for Full Spectrum OperationsBrian Lucke
Field Manual (FM) 7-0, Training Units and Developing Leaders for Full Spectrum Operations, establishes the
Army’s keystone doctrine for training units and developing leaders for full spectrum operations, on a rotational
cycle using Army force generation (ARFORGEN).
Army Futures Command Concept for Intelligence 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
Army Futures Command Concept for Maneuver in Multi Domain Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
The advent of Web 2.0 has spawned a new generation of Internet applications that muddy the waters between work and play, causing serious headaches for security conscious IT depts. Traditional firewalls and other security tools no longer cut the mustard.
Security threats have evolved to target specific applications in order to breach a company’s defenses. What’s more, Internet-savvy employees are easily outsmarting many of the security controls currently in play.
Simon Richardson, Managing Partner, ITogether, looks at what’s needed to help IT Directors keep the hoards in check, protect their IP, shore up their defenses and claw back some control.
Chapter IIJP 5-0CSAs, and applicable DOD agencies for preparatJinElias52
Chapter II
JP 5-0
CSAs, and applicable DOD agencies for preparation of plans based on current military capabilities. It implements the planning guidance provided in the GEF and the joint planning activities and products that accomplish that guidance. In addition to communicating to the CCMDs’ specific planning guidance necessary for planning, the JSCP operationalizes the strategic vision described in the NMS and nests with the strategic direction delineated by the NSS, DSR, and the DOD’s planning and resourcing guidance provided in the GEF. The JSCP also provides integrated planning guidance and direction for planners.
The JSCP is described in detail in CJCSI 3110.01, (U) 2015 Joint Strategic Capabilities Plan (JSCP).
e. GFMIG. The GFMIG documents force planning and execution guidance and show assignment of forces in support of the UCP. GFM aligns force assignment, apportionment, and allocation methodologies in support of the DSR and GEF, joint force availability requirements, and joint force assessments. It provides comprehensive insights into the global availability of US military resources and provides senior decision makers a process to quickly and accurately assess the impact and risk of proposed changes in force assignment, apportionment, and allocation. JS prepares the document for SecDef approval, with the Joint Staff J-8 [Director for Force Structure, Resource, and Assessment] overseeing the assignment and apportionment of forces and the Joint Staff J-3 [Operations Directorate] overseeing the allocation of forces. It is updated every two years and approved by SecDef. The GFMIG informs planners of the processes for distributing forces globally. It provides SecDef direction to the Secretaries of the Military Departments for assigning forces to CCDRs in order to accomplish their assigned missions, specifies the allocation process that provides access to forces and capabilities when assigned mission requirements exceed the capacity and/or capability of the assigned and currently allocated forces, includes apportionment guidance to facilitate planning, and informs the joint force structure and capability assessment processes. The assignment tables in the GFMIG and Forces for Unified Commands Memorandum serve as the record of force assignments. SecDef’s decision to allocate forces is ordered in the Global Force Management Allocation Plan (GFMAP).
See Appendix E, “Global Force Management,” for additional information and descriptions.
9. Combatant Commanders
a. Planning Organization. At the CCMD level, a joint planning group (JPG), operational planning group, or operational planning team (OPT) is typically established to direct planning efforts across the command, including implementation of plans and orders.
b. Strategic Estimate. The CCDR and staff, with input from subordinate commands and supporting commands and agencies, prepare a strategic estimate by analyzing and describing the political, military, economic, social, information, and i ...
Guiding & Assessing Transformation in DODDon_Johnson
The initial concepts developed by Don Johnson, the first Director of the Joint Assessment & Enabling Capability (JAEC) with regard to Guiding and Assessing Transformation
Description of theNationalMilitary Strategy2018.docxdonaldp2
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxcarolinef5
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
FM 7-0 Training Units and Developing Leaders for Full Spectrum OperationsBrian Lucke
Field Manual (FM) 7-0, Training Units and Developing Leaders for Full Spectrum Operations, establishes the
Army’s keystone doctrine for training units and developing leaders for full spectrum operations, on a rotational
cycle using Army force generation (ARFORGEN).
Army Futures Command Concept for Intelligence 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
Army Futures Command Concept for Maneuver in Multi Domain Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
The advent of Web 2.0 has spawned a new generation of Internet applications that muddy the waters between work and play, causing serious headaches for security conscious IT depts. Traditional firewalls and other security tools no longer cut the mustard.
Security threats have evolved to target specific applications in order to breach a company’s defenses. What’s more, Internet-savvy employees are easily outsmarting many of the security controls currently in play.
Simon Richardson, Managing Partner, ITogether, looks at what’s needed to help IT Directors keep the hoards in check, protect their IP, shore up their defenses and claw back some control.
Chapter IIJP 5-0CSAs, and applicable DOD agencies for preparatJinElias52
Chapter II
JP 5-0
CSAs, and applicable DOD agencies for preparation of plans based on current military capabilities. It implements the planning guidance provided in the GEF and the joint planning activities and products that accomplish that guidance. In addition to communicating to the CCMDs’ specific planning guidance necessary for planning, the JSCP operationalizes the strategic vision described in the NMS and nests with the strategic direction delineated by the NSS, DSR, and the DOD’s planning and resourcing guidance provided in the GEF. The JSCP also provides integrated planning guidance and direction for planners.
The JSCP is described in detail in CJCSI 3110.01, (U) 2015 Joint Strategic Capabilities Plan (JSCP).
e. GFMIG. The GFMIG documents force planning and execution guidance and show assignment of forces in support of the UCP. GFM aligns force assignment, apportionment, and allocation methodologies in support of the DSR and GEF, joint force availability requirements, and joint force assessments. It provides comprehensive insights into the global availability of US military resources and provides senior decision makers a process to quickly and accurately assess the impact and risk of proposed changes in force assignment, apportionment, and allocation. JS prepares the document for SecDef approval, with the Joint Staff J-8 [Director for Force Structure, Resource, and Assessment] overseeing the assignment and apportionment of forces and the Joint Staff J-3 [Operations Directorate] overseeing the allocation of forces. It is updated every two years and approved by SecDef. The GFMIG informs planners of the processes for distributing forces globally. It provides SecDef direction to the Secretaries of the Military Departments for assigning forces to CCDRs in order to accomplish their assigned missions, specifies the allocation process that provides access to forces and capabilities when assigned mission requirements exceed the capacity and/or capability of the assigned and currently allocated forces, includes apportionment guidance to facilitate planning, and informs the joint force structure and capability assessment processes. The assignment tables in the GFMIG and Forces for Unified Commands Memorandum serve as the record of force assignments. SecDef’s decision to allocate forces is ordered in the Global Force Management Allocation Plan (GFMAP).
See Appendix E, “Global Force Management,” for additional information and descriptions.
9. Combatant Commanders
a. Planning Organization. At the CCMD level, a joint planning group (JPG), operational planning group, or operational planning team (OPT) is typically established to direct planning efforts across the command, including implementation of plans and orders.
b. Strategic Estimate. The CCDR and staff, with input from subordinate commands and supporting commands and agencies, prepare a strategic estimate by analyzing and describing the political, military, economic, social, information, and i ...
Guiding & Assessing Transformation in DODDon_Johnson
The initial concepts developed by Don Johnson, the first Director of the Joint Assessment & Enabling Capability (JAEC) with regard to Guiding and Assessing Transformation
Description of theNationalMilitary Strategy2018.docxdonaldp2
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxcarolinef5
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxbradburgess22840
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Joint Faculty Education Conference 2007 Special Areas of Emphasis Assessment LTC Chris Lusk Joint Education Branch Joint Education & Doctrine Division Operational Plans and Joint Force Development, J-7
2.
3. SAE’s highlight the concerns of OSD, the Services, combatant commands, Defense Agencies and the Joint Staff regarding coverage of specific joint subject matter in the PME colleges. They help ensure the currency and relevance of the colleges’ JPME curricula and provide an independent view of what those curricula should address. Ten SAEs are formulated annually through the JS J7 and approved by the DJS. Process: 1) Submit SAE nominations with justification for review 2) JFEC review; forward initial assessment to Fall MECC Working Grp 3) MECC Working Group review; forward to MECC 4) MECC review; forward for DJS approval. 5) Approved SAE list is distributed to the joint and Service college and schools annually during January SAE Definition and Process
4. JFEC 2007 SAE Assessment 2006 APPROVED SAEs NOMINATED SAEs FOR 2007 GLOBAL FORCE MANAGEMENT (GFM) (JOINT STAFF J3) MILITARY SUPPORT TO SECURITY, STABILITY, TRANSITION AND RECONSTRUCTION (MULTIPLE) HOMELAND SECURITY (USNORTHCOM) (I ncorporated into curricula. Review OPMEP JLA/JLO’s for inclusion in OPMEP---J-7 ) EFFECTS-BASED PLANNING/EFFECTS- BASED OPERATIONS (EBP/EBO) (JFCOM) OPERATIONAL NET ASSESSMENT (ONA) (JFCOM)) Approved 2006 SAE’s COUNTERING IDEOLOGICAL SUPPORT FOR TERRORISM (JOINT STAFF/ J5) JFEC WG 2007 SAE nominations UNCLASS JOINT THEATER LOGISTICS/ DISTRIBUTION PROCESS OWNER 5 7 2 3 JOINT COMMAND AND CONTROL (JC2) (JFCOM) ( Revise to reflect larger acquisition process changes, not just JC2---JFCOM ) INFORMATION ASSURANCE (JS J6) (Recommend r evised language in OPMEP Learning Area 5 to emphasize IA--- J-6/ OSD NII) ) THE JOINT FORCE COMMANDER’S PERSONNEL RECOVERY AGENCY (JFCOM) ( Training issue ) AN EFFECTS-BASED APPROACH TO JOINT OPERATIONS AND OPERATIONAL ASSESSMENT (ONA) (JFCOM) IRREGULAR WARFARE (JS J3) ( Rework description, include discussion of relationship to SSTR---J3/J7 ) LEVERAGING GOVERNMENT EXPERTISE- THE BIRTH OF JOINT FORCE COMPONENT COMMANDS AT USSTRATCOM (USSTRATCOM) ( Info brief ) Recommendation Revise Combine 4 2 6 1 2 3 3 4 6 7
5. SAE #1 Joint Command and Control (JC2) Submitting Agency: USJFCOM Description: JC2 is both a program leading to the follow-on system replacing the Global Command and Control System (GCCS) and a concept of how to create truly joint command and control systems. The concept and goal is an integral part of the recently signed Quadrennial Defense Review (QDR). A QDR C2 Execution Road Map has been drafted and is in final stages of approval. The Road Map charts a path through interim goals and major milestones along the way to JC2 including (but not limited to): - Training and certifying Service 2/3-star JTF HQs to use SJFHQ organization and procedures -“Turn-Key” C2 product use - JBMC2 and Net-Centric Operations - use of Reach-back to leverage National Centers of Excellence - establishing uniform Data Standards and Architectures - fielded capabilities and systems on the horizon - the plan for closing the gap with Coalition and Multi-national C2 The Joint Educators should be aware of JC2 efforts and impart them to Service leaders who will be the developers and users of JC2.
6. Submitting Agency: JS J6 Description: As the world becomes more and more technology-oriented, the Information Assurance (IA) mission becomes increasingly challenging. This mission involves protecting all classified and sensitive information that is stored or sent through U.S. government equipment. IA professionals go to great lengths to ensure government systems remain impenetrable. This support spans from the highest levels of U.S. government to the individual warfighter in the field. DoD’s current IA mission is to 1) assure the Department's information, information systems, and information infrastructure and 2) support the Department's transformation to network- and data-centric operations and warfare. The DoD IA Strategic Plan has five Goals: Protect Information, Defend Systems and Networks, Provide Integrated IA Situational Awareness, Transform and Enable IA Capabilities, and Create an IA-Empowered Workforce. DoDD 8500.1, DoDI 8500.2, DoDD 8570.1, and DoD 8570.1-M all require IA to be included in professional military education. It is critical for operational leaders and managers to understand the link between IA and mission accomplishment, the potential consequences of failing to protect information systems, and their role in the process. The consequences of unsecured networks can be devastating and the dependence of our modern military on securing and sharing information is crucial. SAE #2 Information Assurance
7. Submitting Agency: USJFCOM Description: Preserving the lives of those participating in US-sponsored activity or mission is one of the highest priorities of the Department of Defense. Personnel Recovery is the sum of military, diplomatic, and civil efforts to affect the recovery and reintegration of isolated DoD personnel who are separated from their units while participating in a US sponsored military activity or mission and are, or may be, in a situation where they must survive, evade, resist or escape. JPME curricula should address the Joint Force commander’s responsibilities to prepare, plan, execute and adapt Personnel Recovery operations across the spectrum of conflict. In the words of General Hugh Shelton, former CJCS, “By pledging to put every effort into recovering our highly trained personnel, we send a powerful signal about their importance and help sustain their spirit under the stress of combat.” JPME should provide the education needed by joint officers to understand the importance of Personnel Recovery through an understanding of the impact isolating events such as Mike Durrant in Somalia, the O’Grady recovery in Bosnia, the EP-3 event in China, and recent recovery events in OEF/OIF can have at the tactical, operational and National/Strategic levels. SAE #3 The Joint Force Commander's Personnel Recovery Responsibilities
8. Submitting Agency: USJFCOM Description: With the publication of the subject JWFC Handbook and the pending publication of JPs 3-0 and 5-0, the effects-based construct is sufficiently mature to be presented substantively-with significant Detail to the students in joint professional military education (JPME). The joint faculty education community needs to understand its current level of maturation and pervasiveness and more specifically, its implications on the joint operation planning process, the joint intelligence preparation of the battlespace processes/products, and the potential involvement of the interagency. In short, the effects- based approach has the potential to offer the national political and military leadership a range of options, not afforded by traditional military planning, execution and assessment. SAE #4 An Effects-Based Approach to Joint Operations
9. Submitting Agency: Joint Staff J-3 Description: The 2005 Quadrennial Defense Review Irregular Warfare Execution Roadmap defines Irregular Warfare (IW) as "...a form of warfare that has as its objective the credibility and/or legitimacy of the relevant political authority with the goal of undermining or supporting that authority. Irregular warfare favors indirect approaches, though it may employ the full range of military and other capabilities to seek asymmetric approaches, in order to erode an adversary's power influence, and will.“ What differentiates IW from other forms of warfare is its emphasis on the use of irregular forces, and other indirect, non-conventional methods, to subvert, attrite, or exhaust an enemy rather than to defeat him through direct, conventional military confrontation. Common characteristics of irregular warfare include protraction, intertwining military and non-military methods, participation by violent individuals and groups that do not belong to the regular armed forces or police of any state and a struggle for control or influence over, and the support of the host population. Tactical and operational competence in conventional warfighting does not necessarily guarantee tactical, operational, or strategic success in operations and activities associated with IW. IW extends beyond the military domain and incorporates political, psychological, informational and economic methods, which are enabled and supported by the actions of military and other security forces. JPME curricula should focus on the joint, multinational and interagency nature of IW and highlight the both the military and political complexities within an IW environment. SAE #5 Irregular Warfare
10. SAE #6 Leveraging Government Expertise – Birth of JFCCs at USSTRATCOM Submitting Agency: USSTRATCOM Description: USSTRATCOM provides the nation with Global Strategic Deterrence capabilities and synchronized DoD effects to combat adversary weapons of mass destruction worldwide. It enables decisive global kinetic and non-kinetic combat effects through the application and advocacy of integrated Intelligence, Surveillance & Reconnaissance (ISR), Space and Global Strike, Information Operations, and Integrated Missile Defense (IMD). Day-to-day planning and execution for these primary mission areas are being accomplished through Joint Functional Component Commands and Service Components. JPME curricula should emphasize the unique composition of JFCCs and how they are organized to control a multitude of military operations to include: integrated planning, improve combat efficiency, enable information sharing, provide unity of effort and weapon systems management, enhance component interaction, and allow OPCON of assigned forces. Curricula should also focus on the necessity for efficient and effective communication, planning, and execution efforts –USSTRATCOM Headquarters and JFCCs rely on distributed, collaborative, and net-centric operational concepts both internal and external to the command.