Grand Strategy – Transforming the Norwegian Military

Introduction

To strategic insiders, the Norwegian military was a top-heavy organization which was about to become even more so. Many of us felt it was time for some riveting changes to the old-fashioned organizational map.

Stepping in for a general, I had the job of "Criticizing the New Defence Strategy" as one of three keynote speakers on a Military-Political panel with the upcoming Defence Chief on my left, Sverre Diesen, and the Chairman of the Defence Committee on our National Assembly on the right, Hans J. R?sjorde. I was well prepared.

Maj. Gen. Diesen presented the strategy, reducing the number of bases to fix that part of the old structure. My turn, I supported the plan, pointing out what was missing: A likewise reduction of the swelling top. Describing the current operational strength and weaknesses of our military, speaking as the Chief Exercise and Training and LtCol that I was, I suggested an organizational transformation in replacing "Headquarters Defence Command Norway" with what became an unquestionable success, the new headquarters of the Norwegian Military.

Organizational idea and concept mine, building entirely by military and civil architects and experts, and still in tune with the original idea of combining tradition with modern to create something grand. Back to the audience of officers, soldiers and politicians, they clearly welcomed the idea. Someone took that home, as it rolled into traction from there.

What was not said then, is that I used my previous top strategist background in the military to understand how I should talk to the audience with a more modern language, while also carrying the strategic conviction and depth of knowledge of the actual workings of our military, to sway the top defence leadership. I spent a few evenings writing and editing the presentation that became the groundwork for this transformation. together with the printed document with attachments. I was quite assured that my keynote and printed document would carry the message through, but I sure was apprehensive as to how Diesen and R?sjorde would react to it. Luckily, the military and political audience received it with grand enthusiasm. I could see in the corner of my eye that R?sjorde liked the audience reaction to the idea. Never had they, the Defence Committee on our National Assembly, had the suggestion for top-level structural changes that they could turn around and suggest. They never got such ideas from inside the military, until now.

The new headquarters: the "Integrated Strategic Leadership"

Built over the next three years, the new headquarters has become an inspiring work environment and co-location, delivering a more dynamic and vibrant political-military headquarters culture, than was the situation before. A refreshed balance between the number of soldiers in the entire defence organization, and the number of people at the top, was another success factor realized. The image above also reflects the respectful architectural combination of tradition and modernity by design, adding glass & steel construction elements of today to old brick storage buildings. Now serving a higher-level purpose. It is clearly a solution affecting all quadrants of the philosophical model shared above and used to manifest this grand result.

A unique transformation enabled by everything coming together

There had been several efforts to control the 30+ 'smaller kingdoms' of the Headquarters Defence Command Norway. The challenge was often some department head who claimed to speak on behalf of the Chief of Defence, but embedded own interests and 'holy cows' from within their domain of responsibility. To cut through such manipulation was not always easy, except for when the Chiefs of the Army, Air Force and Navy worked together. We helped that happen, as it is. 

The first solution (around 1995) to improve the myriad of power interests, was to establish a "Superior Staff" above all the department heads and the Branch Chiefs, to ensure strategy and leadership at the top could cut through and ensure solutions proper for all important reasons, not letting special interests overpower sensibility. During his military career, Steinar worked on this staff, in the 1st Division, the longterm strategy department to create a strategy for the future as well as their "Foundation of Values" (circulation: 100.000). 

A second attempt at reorganizing the Defense Command, it failed as it was based in the "matrix" organizational methodology, which just didn't fit our military. Any measurable effectiveness in assuring governance and the desired cutting through, was not achieved. It was a year after this change that the high-level panel discussion described above in "Reality", came about. It was a ripe moment for real change. 

There at the the combined NATO District HQ and Operational Defence Command in Stavanger, there was an audience and a panel with ears open to what might be a third and better attempt at solving the hierarchical challenges of the top leadership of the Norwegian Military. Not long thereafter, the new headquarter plans where presented to and decided by the Norwegian National Assembly, as part of the multi-year defence plan and next years budget. An idea to transform a complex government bureaucracy, actually realized.

I'm Steinar Almelid, CEO of Vistra. Feel free to contact me on: steinar@vistra.no or call (+47) 415 71 612.

Together with my team of seasoned advisors for Business Transformation, I assist Presidents and CEOs in generating highly valuable results through inspiring decision making. Check out our facilitaitons wizards in Norway, Australia and USA at our Vistra Consulting site.