Table of Contents

History ............................................................................................................................. 2

Assets Acquisition Chronology .................................................................................... 2

Introduction ..................................................................................................................... 3

The Importance of Strategic Planning ............................................................................. 4

Definition...................................................................................................................... 4

Strategic Planning in RMAF Organization ................................................................... 5

The Royal Malaysian Air Force (RMAF) .......................................................................... 6

RMAF Organizational Structure ...................................................................................... 8

Data Collection ............................................................................................................ 8

External Factors Affecting the Organization Strategies ................................................... 9

Internal Issues Affecting Pelan Rancangan Pembangunan Keupayaan Tentera Udara

Diraja Malaysia (TUDM) 2055 (CAP55) ........................................................................ 14

Discussion ..................................................................................................................... 18

Conclusion .................................................................................................................... 18

References .................................................................................................................... 20

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History

The Royal Malaysian Air Force (RMAF) was formed on 2

June 1958 as the Royal Federation of Malaya Air
Force. However, its roots can be traced back to the
Malayan Auxiliary Air Force formations of the
British Royal Air Force in then colonial British Malaya.

On 25 October 1960, after the end of the Malayan

Emergency, the British Royal Air Force handed over their
first base in Malaya to the RMAF, the Sempang Airport,
which was established on 1 June 1941, located in Sungai Besi, Kuala Lumpur which
was formerly part of Selangor. With the formation of Malaysian Federation on 16 Sept
1963, the name of the force was changed to "Tentera Udara Diraja Malaysia" or Royal
Malaysian Air Force".

With the withdrawal of the British military forces, RMAF underwent gradual
modernization in the 1970s and through the 1990s. Today, the Royal Malaysian Air
Force operates a unique mix of modern American, European and Russian-made
aircraft.

Assets Acquisition Chronology

RMAF air superior asset started with the Sabres which were replaced by 16 Northrop F-
5E Tiger-IIs. Malaysia is the first user to acquire two RF-5E Tiger Eye to fulfill the
reconnaissance capability. No. 11 Skn received two F-5 reconnaissance variants known
as RF-5E Tigereye in 1983. RMAF later purchased 88 ex-US Navy Douglas A-4C
Skyhawks, of which 40 of the airframes were converted/refurbished by Grumman
Aircraft Engineering at Bethpage into the A-4PTM ('Peculiar To Malaysia') configuration.

RMAF has traditionally looked to the West for its purchases, primarily to the United
States. However, in the 1990s Malaysians saw the arrival of first the BAE Hawk
Mk108/208 which replaced the T/A-4PTMs, followed by the MiG-29N/UB in 1995 in the
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air superiority role and the delivery of F/A-18D Hornet in 1997 to provide an all-weather
interdiction capability. In 2003, a contract was signed for eighteen SU-30MKMs for
delivery in 2007 to fulfill a requirement for an initial order of multi-role combat aircraft
(MRCA).

On 8 December 2005, four Airbus Military A400M aircraft were ordered to enhance the
airlift capability. By March 2017 all Malaysian A400Ms were delivered to the RMAF. In
late 2006, the Government signed a contract to purchase eight Aermacchi MB-339CMs
to add to the eight MB-339AMs already in service.

In late 2013, Vector Aerospace Corporation of Canada, a global independent provider of

aviation maintenance, repair and overhaul (MRO) services, with its subsidiary, Vector
Aerospace Helicopter Services-North America ("HS-NA"), one of the world’s leading
providers of helicopter maintenance, repair and overhaul (MRO) services was chosen to
carry out a comprehensive fully integrated glass cockpit installation to the S-61A-4 Nuri,
breathing new life in an already well established platform, and giving a modern, reliable
and cost effective product that will carry the S61A-4 Nuri well into the future. This
program was later taken over by Heli-One (Norway) AS. Both programs were executed
with a local industry player – Airod Sdn Bhd.

Introduction

Malaysia regards the defence of national interests as fundamental to its sovereignty and
independence. In line with this the principal objective of the National Defence policy is
the protection and defence of Malaysia’s interests and territories from domestic and
external threats.

The core areas encompass Malaysia’s landmass of Peninsular Malaysia, Sabah and
Sarawak; its territorial waters and airspace above them. These areas must be fully
protected and defended to the best of Malaysia’s ability from external threats. The
offshore economic areas are the nation’s Exclusive Economic Zone (EEZ) and
continental shelf. These areas in the South China Sea are abundant with fisheries and

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hydrocarbon resources which have contributed significantly to the nation’s economy.
The physical separation of Peninsular Malaysia from Sabah and Sarawak by the South
China Sea imposes to Malaysia a special interest in sea and air lanes connecting both
the land masses. Any threat or obstruction to these sea and airspace lines of
communication could jeopardize the integrity of the two territories and Malaysia as a
whole.

Malaysia must have the defence ability to ensure that its primary areas premised on
national interests are defended by all possible means. It also needs to defend and
enhance its ability to defend its sovereignty over its terrestrial and maritime realms
including the EEZ, continental shelf and all strategic sea lines of communication and
airspace. Thus, the RMAF’s development has to be based on the defence of these
three areas. National defence however extends beyond preparing for an eventual
conflict but is a guarantor of sovereignty and independence which providing a catalyst
for national development programs (National Security Council, 2019).

The Importance of Strategic Planning

Definition

In simplistic terms, strategy at all levels is the calculation of objectives, concepts, and
resources within acceptable bounds of risk to create more favorable outcomes than
might otherwise exist by chance or at the hands of others.

Strategy is defined in Joint Publication 1- 02 as “the art and science of developing and
employing instruments of national power in a synchronized and integrated fashion to
achieve theater, national, and/or multinational objectives.”

At these levels, strategy is the art and science of developing and using the political,
economic, social-psychological, and military powers of the state in accordance with
policy guidance to create effects that protect or advance national interests relative to
other states, actors, or circumstances. Strategy seeks a synergy and symmetry of
objectives, concepts, and resources to increase the probability of policy success and
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the favorable consequences that follow from that success. It is a process that seeks to
apply a degree of rationality and linearity to circumstances that may or may not be
either. Strategy accomplishes this by expressing its logic in rational, linear terms—ends,
ways, and means (Yarger, 2006).

Strategic Planning in RMAF Organization

Strategy provides a coherent blueprint to bridge the gap between the realities of today
and a desired future. It is the disciplined calculation of overarching objectives, concepts,
and resources within acceptable bounds of risk to create more favorable future
outcomes than might otherwise exist if left to chance or the hands of others. It is the
consideration of the relation of how to apply resources to achieve desired results in a
specific strategic environment over time.

Historically, strategic planning sought out competitive advantage by building a precisely

choreographed series of steps toward a well-defined future. The effort would begin by
envisioning that future—anywhere from ten to 30 years ahead—and then mapping out
an array of actions necessary to compete and thrive within the anticipated environment.
Success was measured by how well those actions were accomplished. The CAP55 and
its annexes, for example, offer numerous objectives designed to fashion an Air Force
more capable of succeeding in a clearly specified long-term future. The emphasis of the
overall effort is on execution—the accomplishment of specifically enumerated tasks
(Michael J. Mazarr, 2017).

In the context of the RMAF, strategy is the employment of specific instruments of power
(political/diplomatic, economic, military, and informational) to achieve the air superiority
objectives of the organization. In other words, it is the application of the power inherent
in the natural and societal resources of the organization toward policy ends in an
emerging, dynamic, and competitive strategic environment.

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The Royal Malaysian Air Force (RMAF)

The RMAF has embarked on a new round of strategic planning, under the auspices of
its 2018 Capacity Building Plan 2055 (CAP55), to set the direction of the service. Many
enterprises, both public and private in nature, believe that strategic planning is useful to
help large, complex organizations adapt to their environment and improve their ability to
meet goals.

Refining the Air Force’s strategic planning process may hold the potential to help the
service align itself to its environment and to keep key initiatives on track. Both the
business and academic communities have produced a vast, growing field of literature
dedicated to strategy, in terms both of development and execution.

The overall objective of the RMAF is to provide, operate and mobilize an air force that is
always ready and able to highlight the power of air power in order to preserve and
safeguard the interests of the country.

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In order to implement the main role above, the role of the RMAF need an effective
logistics assistance with optimum resource management and effective manner in
accordance with Mission Logistics RMAF. Effective logistics provides assistance to the
RMAF operations units with the optimal management of resources and effective
manner. The strategic planning of logistic support and its effectiveness and efficiency
will determine the tone RMAF operations effectiveness.

As one of the elements of defense within the Malaysian Armed Forces, the RMAF has
outlined four main roles to play in the following tasks:

a. Controlling of Air Space Control for peaceful purposes in addition to preventing

its use by the enemy. It involves "offensive airstrike", "defensive counter-air" and
"defensive suppressive" operations.
b. Application of Power to deal with threats on the surface whether on land or in the
air. It involves strategic attacks, operations and maritime attacks.
c. Amplified Power to increase capability in air and on land involving air-to-air
refueling missions, surveillance and surveys, transport missions, "electronic counter
measures" and air combat rescue operations.
d. Strength Endurance to carry out the operation successfully. It involves base
defense, logistical support and base support to provide essential services to
organizations and personnel.

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RMAF Organizational Structure

The organization is led by the Chief of the RMAF and followed by his deputy. The back
bone is then split into all the various branches in support of the operations, i.e.

Operation, Air Support, Material, Plan and Development, Administrative, Human

Resource and Administration.

This structure enables the chief to communicate with the various heads in minimum
level, i.e. better and more effective management.

Data Collection

Data collection is the method of congregation and quantifying data on targeted variables
in an established systematic approach, which is to enable data gathering by personal
experience as a senior Officer working at the highest command level, conduct
interviewing, observation and answer the relevant questions to evaluate outcomes.

The collection method in this Post Module Assignment is qualitative and journal reading
orientation with the purpose to explain and ensuring accurate data collection. The goal
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for all data collection is to capture quality evidence that allows analysis to lead to the
formulation of strategical method to the questions.

External Factors Affecting the Organization Strategies

The purpose on studying the external issues affecting the RMAF strategic plan is to
identify the element related to an opportunity that could gain benefit and mitigate the
potential threat which may affect the organizational strategic plan.
The external evaluation is carried out by referring to an external audit output, conducting
an observation and interviewing sessions. The remote environment is comprising of
PESTGLEM acronym attributes. There are political, legal, economic, sociocultural,
technology, global, ecological and media factor to measure the issues affecting the
RMAF.
At the opportunities (O) external environment, there are four (4) external opportunities to
be benefitting the RMAF. The external opportunities are as follows:

O1. New Infrastructure - KL Base Land Swapping. In the Government Transformation

Plan (GTP), it was decided to develop Bandar Malaysia in Jalan Sungai Besi Kuala
Lumpur, which involves the historical cum oldest air base in Malaysia. Areas that should
be included in strategic planning efforts to help the RMAF ensure that its infrastructure
meets current and future needs. Maintenance and operation costs are a part of the
building’s life cycle costs, i.e. whole life cycle costs. According to ISO 15686:5- 2008, the
whole life cycle costs consist of non-construction costs, incomes, and life cycle costs
(Construction, maintenance and operation costs plus any residual value). Maintenance
implies the conduct of corrective, responsive and preventive maintenance activities on
constructed assets, or on some parts of these assets (Hrvoje Krstić, 2012).

On the Kula Lumpur Air Base, all the infrastructures are infected by aging with high
maintenance cost. Therefore, RMAF new facilities in Subang and Sendayan Air Bases
with the new infrastructures and modern system would certainly minimize the
maintenance cost thus the budget could be diverted to other needed expenditures.

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O2. Government Encourages Career Development of Civil Servants. This JPA policy
includes RMAF personnel to further enhance their academic achievement level and the
outcome would benefit them as well as the organization in terms of performance and cost
minimization with efficiency. Studies conducted in this area have supported the assertion
that higher-quality personnel, in this case personnel with a higher Armed Forces
Qualification Test (AFQT) score, appear to be more productive and to exhibit generally
higher performance. Interest in experience, training, personnel quality and flexibility, and
teamwork is long-standing. However, the military context has changed. The air force is
getting smaller, richer in careerists, and more reliant on technology. Malaysian political
leadership has tasked the services with missions of greater scale and scope. And the
world is a less certain place. New concerns about the implications of operational and
personnel tempo and the distribution of responsibilities through the ranks of the hierarchy
may be well-placed. Hence, the RMAF must apply rigorous methods to these salient
issues in manpower policy to leverage the current government way forward (Kavanagh,
2005).

O3. Current Entry Policy to Military Services for Officer is Minimum Bachelor Degree
and for other rank is SPM or higher. Recognizing the importance of qualifications for
effective military performance, the RMAF sets various standards that specify minimum
levels of these qualifications in order to be eligible for enlistment. Manpower qualifications
include a cluster of human attributes that influence how well a new recruit can adjust to
military life and how well the recruit can perform in military jobs. Based on many years of
research and experience, the two most important qualifications for military service are
aptitudes (as measured by the AFQT—the Armed Forces Qualification Test) and a high
school diploma. Other qualifications include good physical health and moral character
(e.g., no criminal record). Research shows that there is a significant correlation between
recruit qualifications (especially education and aptitudes) and military performance
(Mavor, 2003).

O4. Publishing and Easy Access to Reading Material. Senior leaders have long
recognized that growing a quality force of professional, well-trained, and highly creative
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men and women requires a long-term commitment to educational excellence. In theory,
the role of, and benefits from, a professional military education system that is adequately
resourced and institutionally championed are many. Self-development through
professional reading, a more evolutionary, incremental process, is even more difficult to
quantitatively track and measure, contributing to the paucity of research on it within the
broader field of military education studies. Prominent military figures, both contemporary
and historical have, through both personal example and their promotion of critical literacy
initiatives, emphasized the role of professional reading in the development of the
professional wisdom that underpins effective military leadership. professional reading in
breadth and depth is as important a component in the development of military wisdom as
is training, experience, and formal education (McElhatton, 2014).

At the Threat (T) external environment, the researcher found there are three (3) external
threat that could affect the RMAF. The external threats are as follows:

T1. Debilitated Aerospace and Defence Industry Policy. The National Defence Policy
formed since 1957 involves various aspects such as the importance of the region to
Malaysia, the concept of defense and the principle of national defense (Mohamad
Faisol Keling, 2016).

The Malaysia Defence Industry Council (MDIC) was formed in August, 1999 and is
tasked with coordinating the orderly development of the Malaysia Defence Industry
Sector. Having a strong defence industry means a nation would have to organise
research and development across the board very effectively and the technological gains
in defence industry would spill over to other civilian sectors. A strong defence industry
also means that in time of war or crisis, a nation has the engineering capabilities across
the board to fend for itself. The new government needs to put in place stronger checks
and balances, policy clarity, as well as consistency in our defence procurement (Tong,
2019).

T2. Defence Budget Cut. Over the past few years, despite aging equipment and rising
security threats, the political and economic environment in Malaysia has not been
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conducive to funding major capability boosts. There are ongoing trends constraining the
RMAF’s ability to modernize. Regardless of the investment strategy selected, these
issues need to be addressed to gain additional budget flexibility. One long-term trend
identified is the increasing unit procurement cost over the aircraft generations. Indeed,
even some capabilities earlier mulled to help close gaps had been repeatedly shelved
due to budget constraints, making it difficult for RMAF to accomplish basic tasks such as
policing its own waters comprehensively and effectively. Major cuts to the defense budget
in previous years had resulted in defense spending hovering at just above one percent of
GDP (Parameswaran, 2018).
In the past, the RMAF has tended to budget less than the identified requirements for
facility sustainment and base operations and to allow funds to “migrate” to other purposes.
As a result, some facilities have deteriorated prematurely and may have a shortened
service life. To reduce lifecycle facility costs, installations must have adequate budgets to
perform routine maintenance and set priorities to recapitalize deteriorating facilities.
Therefore, there is a need for careful strategic management of investment choices— and
this need goes beyond just aircraft. The RMAF will need to define its capability priorities
that fit within budget constraints, then use those priorities to shape a budget strategy. As
seen, a constrained spending future will result in challenges and issues for the industrial
base. The RMAF will need to help mitigate industrial base issues that result from the
budget strategy—but some issues may be beyond RMAF’s control (Mark V. Arena, 2013).

T3. National Security Environment. The Nation Defense Plan outlines three main
basis, which refers to national’s strategic importance, the principles of defense and the
concept of defense. It emphasizes on the need to ensure the surrounding territories which
has importance for the nation is kept stabile and peaceful (Mohamad Faisol Keling M. N.,
2011).

The area of potential change is Malaysia’s conception of its own security environment.
Malaysia has faced a range of threats – including longstanding ones such as piracy,
smuggling, and terrorism, as well as newer concerns such as China’s maritime
assertiveness and cybersecurity – and had to prioritize given its limited capabilities. A
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change in government could bring about shifts in this security conception to some degree,
including areas of focus and where defense assets and personnel are deployed.
Nonetheless, it is important to keep in mind as well that for Malaysia, recent prioritization
changes have often been the product of unforeseen crises as much as strategic
deliberation. Beyond how it prioritizes dealing with these security challenges, observers
will also be looking to see to what extent and in what ways Malaysia continues its role as
a security contributor (Parameswaran, 2018).

EFE Matrix for RMAF Organization

Key External Factors Weight Rating Weighted

Score
Opportunities

O1 New Infrastructure - KL Base Land Swapping 0.1 3 0.3

O2 Government Encourages Career

0.1 2 0.2
Development of Civil Servants
O3 Current Entry Policy to Military Services for
Officer is Minimum Bachelor Degree and for other 0.1 2 0.2
rank is SPM or Higher
O4 Publishing and Easy Access to Reading
0.13 4 0.52
Material

Threats

T1 Debilitated Aerospace and Defence Industry

0.12 4 0.48
Policy

T2 Defence Budget Cut 0.11 3 0.33

T3 National Security Environment 0.1 4 0.4

TOTAL 1 3.39

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From the EFE matrix above, the total weighted score of RMAF Organization is 3.39. This
means that RMAF Organization is responding well (above average response) to the
external environment and there is definitely room for improvement for RMAF
Organization. The opportunities in the external environment can be maximized and the
threats can be minimized and avoided.

Internal Issues Affecting Pelan Rancangan Pembangunan Keupayaan Tentera

Udara Diraja Malaysia (TUDM) 2055 (CAP55)

The internal environment refers to the internal condition, entities, event or other element
that is within the internal control of the organization. The purpose of this is to assess the
internal environment in the CAP55 is to identify and evaluate the strengths and the
weaknesses of the RMAF Organization that may be affecting their strategical planning.
These two elements are of utmost importance to evaluate whereby the external
environment has been evaluated and the result will be reflected in SWOT and TOWS
analysis matrix.
At the strength (S) internal environment, it is found that there are four (4) internal strengths
considered to benefit the CAP55. The strengths element are as follows:
S1. High Knowledge Base Staff. Recognizing the economic and societal importance
of higher levels of learning, national leaders, policymakers, analysts and major
philanthropies have called for a dramatic increase in the number and quality of degrees
awarded. Proficiency designates the knowledge, understanding and skill that satisfy the
levels of mastery sufficient to accomplish a given task. The term “competence” describes
formative attainment goals within specific learning experiences (e.g., in courses) along
the path to degree-qualifying proficiencies to execute any given task within their means
(Mavor, 2003).
S2. Subject Matter Expert (SME) Leaders. The role the military leader, whether a
commissioned or noncommissioned officer, is trained and educated for is to face and
solve problems that will produce the best possible outcome for their soldiers, their

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organization and their nation. Some of the problems will be routine with the solution
apparently obvious; some will be of great complexity and seemingly impossible to resolve.
Regardless, in all such situations military leaders are required to make a decision, to
choose a course of action or inaction.
The interplay of thinking and action to solve problems, leads to organizational knowledge,
that is the ever-evolving body of knowledge that guides organizational practice. When an
organization is functioning in this way knowledge is held in, and accessed from three
sources: the minds of individual members; the policies, records, histories, and other texts
an organization develops and accumulates; and in the “physical objects that members
use as references and guideposts as they go about their business” (Argyris, 1996).
S3. Sistem Pengurusan Komputer Bersepadu. (SPKB) (Integrated Information
Management System) Uncertainty, or a deficit in information relevant to decision making
at the time and place required, is omnipresent on the battlefield. Because militaries are
very large organizations that must constantly coordinate the actions of thousands of
individuals if they are to achieve their goals, uncertainty can be disastrous. Existing
studies of martial strength, however, largely avoid consideration of the role that militaries’
abilities to acquire, process, and exploit information about battlefield developments—and
therefore reduce uncertainty— play in the generation of combat power.
Some do suggest that effective information management may be the product of unit-level
factors and serve as a causal mechanism linking variables like culture and regime type
with military power. Shrinking managers’ spans of control and elongating the
organization’s hierarchy improves information management and reduces uncertainty by
helping decision makers better understand the operational situation. This is especially
true for large, diverse organizations operating in complex, dynamic environments.
Humans, by nature, possess limited information-processing capabilities. When decision
makers’ subordinates grow in number, the amount of time and attention that can be spent
on each is reduced. (Grauer, 2017)
S4. Leaders with Postgraduate Degree The contemporaneous security environment is
more diverse, dynamic, interconnected and far less predictable than ever. As the major
Western militaries undergo continuous changes in missions and tasks, as well as in the

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form of their organizations, the warfighting abilities of military leaders are not the only
ones required. Transformational military leadership, with leaders operating from the post-
conventional level of developmental action-logic, arguably become one of the most
needed capacities of a military organization. the strategic and operational concepts and
approaches to solutions have to be continuously adapted or/and changed.
The modern professional military officer must be able to take a broader view than past
military leaders, a more comprehensive perspective on the surrounding operational,
organizational, social and political domains of experience. There would also seem to be
an increasing need for military leaders at all levels to possess what traditionally have been
viewed as essential attributes for senior or strategic leaders, attributes such as broad
conceptual capacity, divergent thinking, and creative problem solving skills (Smiljanic,
2016).

At the weaknesses (W) issues, internal environment, the researcher found there are four
(5) weaknesses is to be highlighted which may affect to RMAF Organization. The five
weaknesses are as follows:
W1. SPKB Data Integrity. Since RMAF Organization start using online data system in
RMAF, the issues of data integrity are questionable and recurring. The comparison
between the accounting data in the SPKB and physical stock is always erroneous.
Recently, the ambiguity of this data integrity has affected the performance of the
Operation and Maintenance of the whole fleet.

W2. Outdated Facility System and Old Infrastructure. Since the establishment, RMAF
infrastructure and facilities are still being occupied that were handed over by the Royal
Air Force (RAF) British. Therefore, in the millennium era, RMAF Organization should
counter the weaknesses with allocating certain amount of budget in concert with a
transformation plan.

W3. Redundancy Policies, Rules and Regulation In almost all divisions, there’re a lot of
redundancy policies, rules and regulation had been imposed from various authority from

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time to time. The divisions are responsible to organize the best approach of policies
compliance from internal and external authorities such as Ministry of Defence, Ministry of
Finance and other agencies. This deficiency has hindered the smoothness of the journey
to a new Air Force.

W4. The Course and Training Syllabus Affecting the Pay Policy The syllabus training
and courses at all levels of staff that have not met the requirements of the actual
operations of the RMAF and the band salary system compare to each trade personnel.
This element in contributing a failure of morale system to personnel since the military
entry procedure is equivalent.

IFE Matrix for RMAF Materiel

Key Internal Factor Weight Rating Weighted

Score

Strengths(S)

S1 High Knowledge Base Staff 0.1 4 0.4

S2 Subject Matter Expert (SME) Leaders 0.15 4 0.6

S3 Sistem Pengurusan Komputer Bersepadu. 0.1 4 0.4

(SPKB) (Integrated Information Management
System)
S4 Leaders with Postgraduate Degree 0.1 4 0.4

Weaknesses(W)

W1 SPKB Data Integrity 0.08 3 0.24

W2 Outdated Facility System and Old

0.09 2 0.18
Infrastructure

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 W3 Redundancy Policies, Rules and
0.1 2 0.2
Regulation
W4 The Course and Training Syllabus
0.1 1 0.1
Affecting the Pay Policy

TOTAL 1 3.03

Discussion

Agile, efficient, and focused processes are means to accomplish RMAF’s strategic
objectives. Such processes include promoting greater interoperability with joint,
interagency, and international partners while encouraging action through decentralized
execution.

For nearly a generation, RMAF has consumed readiness as quickly as they have
generated it. As a result, their long-term readiness has declined. Therefore, RMAF is
taking action to better balance achieving their operational goals with sustaining ready
surge forces at home. RMAF are revising operational plans to be more flexible, creative,
and integrated across Combatant Commands. RMAF also is providing the other divisions
with time to reset, modernize, and replace vital equipment. RMAF goal is to strengthen
deterrence while ensuring the long-term viability of their full-spectrum power projection
capacity.

One of external issues that related to literature is the adoption of strategic planning and
management and has been comprehensively criticized since the 1980s. (Johnsen, 2016).
RMAF and its divisions strategic plan indicate that strategic planning management in the
organization is now being widely digested and implemented.

Conclusion

Given that the topics strategy and strategic management are relevant fields for
contemporary organizations, it is of great importance for the management of

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organizational knowledge to identify what future managers actually understand about
these issues.

Good strategy development requires the military professional to step out of the planning
mindset and adopt one more suited for strategic thinking. In the strategic mindset, the
professional military strategist embraces the complexity and chaos of the strategic
environment and envisions all its continuities and possibilities in seeking to create
favorable strategic effects in support of national interests. From an accurate analysis of
the strategic environment, the strategist determines the threats to and opportunities for
the advancement or protection of these interests. Thus, in constructing a valid strategy,
the strategist is bounded by the nature of the strategic environment, the dictates of
policy, and the logic of strategy. The strategist is responsible for mastering the external
and internal facets of the strategic environment, adhering to policy or seeking change,
and applying the logic of strategy to strategy formulation.

This CAP55 Strategy provides an overview of RMAF’s strategic challenges and details
how the Air Force will employ the technology, industry and other agencies to keep
Malaysia, allies, and partners safe. It is a strategy that recognizes the increasing
complexity of the global environment, driven by rapid and profound change. It also
acknowledges RMAF’s significant advantages, their commitment to international norms,
the importance of their allies and partners, and the powerful allure of freedom and
human dignity. When placed in balance against the challenges before RMAF, these
strengths will serve the organization well and help RMAF achieve a more secure future.

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References

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Hrvoje Krstić, P. &. (2012). Analysis of Buildings Operation and Maintenance Costs.
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Performance. Santa Monica: Office of the Secretary of Defense.

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