Accès libre

Bridging IDF force-design complexities: Blueprint for bottom-up innovation – The emergence of transformational commanders and 5th Gen CINOs

Michal Frenkel

Michal Frenkel

Department of Management, Ben-Gurion University of the NegevBeersheba, Israel
Recherchez cet auteur sur
Sciendo|Google Scholar
Frenkel, Michal
 et 
David Alkaher

David Alkaher

Department of Science, Technology, and Society. Bar-Ilan UniversityRamat Gan, Israel
Recherchez cet auteur sur
Sciendo|Google Scholar
Alkaher, David
  
01 août 2024
Bridging IDF force-design complexities: Blueprint for bottom-up innovation – The emergence of transformational commanders and 5th Gen CINOs's Cover Image
À propos de cet article
Article précédent
Article suivant
Citez
Télécharger la couverture
Catégorie d'article: Original Study
Publié en ligne: 01 août 2024
Pages: 47 - 66
Reçu: 01 oct. 2023
Accepté: 04 mai 2024
DOI: https://doi.org/10.2478/jms-2024-0005
Mots clés
© 2024 Michal Frenkel et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Fig. 1:

The shift between 4th and 5th generation CINOs in the IDF. CINOs, chief innovation officers; IDF, Israel Defense Forces.
The shift between 4th and 5th generation CINOs in the IDF. CINOs, chief innovation officers; IDF, Israel Defense Forces.

Fig. 2:

The Change Agent System. STE3P, Social, Technological, Economic, Environmental, Educational and Political; VUCA, Volatility, Uncertainty, Complexity and Ambiguity.
The Change Agent System. STE3P, Social, Technological, Economic, Environmental, Educational and Political; VUCA, Volatility, Uncertainty, Complexity and Ambiguity.

Fig. 3:

The Innovation Management System. PDCA, Plan–Do–Check–Act; STE3P, Social, Technological, Economic, Environmental, Educational and Political; VUCA, Volatility, Uncertainty, Complexity and Ambiguity.
The Innovation Management System. PDCA, Plan–Do–Check–Act; STE3P, Social, Technological, Economic, Environmental, Educational and Political; VUCA, Volatility, Uncertainty, Complexity and Ambiguity.

Contours for the character of the transformative commander

Five values
Innovativeness Entrepreneurial Educative Professional Responsible
Exhibits critical, innovative, and refreshing thinking Dares and initiate Learns and teaches A thorough and sceptical professional The battlefield’s fate is in his hands
Five norms
Renew Shape partnerships Shape culture Shape the organisation Be dedicated
Encouraging adaptation and relevant entrepreneurship Multi-dimensionality encouraging communality and working in a matrix Enabling, encouraging, entrepreneurship and supporting ventures As an enabling platform To emerging processes in a complex world
Five core functions
Transformation Build the force Crises Study and investigation Diagnostics
Navigate and jetstart transformation procedures without shocking the system Promote and actively complete force build-up and force reconstruction Declaring crises, leading them and leveraging them as growth processes Building a range of learning and knowledge development processes and mechanisms Identifying emerging changes in complex reality
Five management skills
Measurement Investment Streamlining Force build-up Innovation system
Incentivising to achieve innovation Boldness and risk-taking with new experiences Striving to constantly improve the organisation and how its functions Driving adaptive industrialised and robust processes Accelerating renewal by managing opportunity funnel
Five first steps
Investigate Harness Delve in Gain experience Persist
Langue:
Anglais
Périodicité:
1 fois par an
Sujets de la revue:
Histoire, Sujets d'histoire, Histoire militaire, Sciences sociales, Science politique, Politique militaire
RSS Feed de la revue