Our Army at War Relevant

Our Army at War – Relevant and Ready…
Today and Tomorrow
A Game Plan for Advancing Army Objectives in FY05 and Beyond:

Thinking Strategically
COL Mark D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 1

Why a Game Plan?
• Situation:
➨ The Army has a great deal of requirements prescribed by National, Defense,
Combatant Command, and Joint directives.
➨ We have clear strategic direction developed during the past year.
 A well articulated, well managed Army Campaign Plan.
 Numerous authoritative documents that communicate intent.
 Several key papers by leaders (e.g., Adapt or Die and Serving a Nation at War).
➨ We have several key documents in various stages of development:
 The Army Plan (i.e.., Section I -- Army Strategic Planning Guidance (ASPG))
 Program Objective Memorandum 06-11
 The FY 06 Legislative Agenda (DRAFT)
 Army Strategic Communications Plan (DRAFT)
• Mission:
➨ We have a mission of deadly importance …
➨ A unique opportunity to get it right …
What is its Purpose?
• Reaffirm our overarching strategic goal and broad strategic direction.

• Provide a common perspective of our operating environment, in terms
of challenges, uncertainties, and opportunities.
• Stimulate thinking, initiative, and creativity with respect to the
application of strategic leadership to deal with key challenges we face.
• Provide a context to focus our strategic communications to achieve the
following effects:
➨ Externally … to maintain support for our programs.
➨ Internally … to address the concerns of Soldiers, families, and the civilian workforce
and explain why and how the Army is changing.
• Add impetus to our ongoing efforts to change our culture … to reflect

the realities of our new operating context.
A/SA, 2 September: “make it compelling … focus on big ideas … big challenges … “

CSA Guidance: How To Make It Most Useful
• Key Ideas:
➨ Get in everyone's mind what the purpose of the document is ...
➨ Focus on genuinely strategic issues …
➨ Stay broad ... people want certainty ... don't make promises you can't deliver ...
➨ Create realistic expectations that match our operating environment …
➨ Emphasize the importance of changing culture …
• Culture:
➨ Need to reinforce role of leadership and adaptability …
➨ Need to unleash initiative …
➨ Need to increase tolerance of ambiguity, uncertainty ...
➨ Change frame of reference ... move beyond Task, Conditions, and Standards …
➨ Must reinforce development of a wartime mindset …
CSA, 2 September: “to articulate intent … and ensure unity of effort in achieving that intent …”

How Does the Game Plan Reinforce
Key Strategic Documents?
Army Strategic Planning Guidance (ASPG): Next 10-20 Years
FOCUS: CLARIFYING CURRENT AND FUTURE STRATEGIC CAPABILITIES
Army Campaign Plan (ACP): Next 10 Years

FOCUS: TRANSFORMING TO CREATE A JOINT AND EXPEDITIONARY ARMY . . . NOW
Game Plan: Next 1-2 Years

FOCUS: REINFORCING INTENT, UNIFYING EFFORT, CLARIFYING LEADER ROLES …
AND CHANGING CULTURE (SEIZING THE INITIATIVE TO EXPLOIT “WINDOW OF OPPORTUNITY.”)
REINFORCING ASPG and ACP

• REAFFIRMS AND REINFORCES STRATEGIC DIRECTION AND
MOMENTUM.
• HIGHLIGHTS PROGRESS TO DATE.
• ARTICULATES STRATEGIC COMMUNICATIONS AND
RESOURCING GOALS TO ENABLE:
−ACHIEVING OBJECTIVES OF THE ACP IN THE
“WINDOW OF OPPORTUNITY.”
− ACHIEVING GOALS OF ASPG OVER LONGER TIME
FRAME.
• PROMOTES BETTER UNDERSTANDING BY INTEGRATING
NUMEROUS KEY STRATEGIC DOCUMENTS INTO ONE.
• HIGHLIGHTS THE ROLE THAT LEADERS PLAY TO “LEAD
CHANGE AND MANAGE COMPLEXITY.”
Unify effort , clarify leader roles, exploit window of opportunity and change culture.
“Our Army At War -- Relevant and Ready …
Today and Tomorrow”
A Persistent State of Conflict Will Endure
The Army has an Unprecedented Window of Opportunity to Reshape the Force

WINDOW OF OPPORTUNITY
We are Transforming Now – We are on the Right Course to Reshape the Force
CAPABILITIES
 RELEVANT GL
OB S
04 05 06 07 ??
∞ AL US
CO TA
MM IN
 READY ITM
EN
We Have Built Tremendous Momentum and Support for Our Programs TS
FUTURE
FORCE
21st
CENTURY
MY
AR
RM
S FO
AN
TR
…
TIME
Strategic Goal: Relevant and Ready … Today and Tomorrow
Intent: Seize the Initiative: Leadership Drives Change
Reinforce Our Tell the Army Resource Maintain Viability Change Army Articulate Strategic Adapt the
Centerpiece: Story Effectively the Force of All-Volunteer Culture to Reflect Rationale for Institutional Army
Centerpiece: Slide 18
Soldiers Force New Realities Future Capabilities

Soldiers as
as Warriors
Warriors
• Informing the Nation is our • Sustained operations are our • Must preserve viability • Must continue to emphasize • Not business as usual; must
• Soldiers are the Army • Must embrace innovation
obligation – a key responsibility new norm – protracted conflict support a Joint and
• Our Nation is relying on Soldiers • Incorporating new manning • Creating Joint and Army contributions to Joint
• Effective strategic engagement expeditionary Army
• Must resource for today’s and Team
• Supporting GWOT aggressively required to inform stakeholders concepts Expeditionary mindset • Must assess changes
Assessment • Soldier conduct must reflect • “One Message—Many Voices”
tomorrow’s issues:
- Sustain Full Scope of Global
• Rebalancing size and • Inculcating Warrior Ethos
• Create joint interdependence recommended in ACP
• Leverage every potential tool • Support needs of force
Army Values (detainee abuse, • Critical outcomes: Commitments (GWOT is a Subset) capabilities of components • Building resiliency to
• Collaborate to develop • Create culture of innovation
larceny, and unsafe actions will - Recruit and Retain Quality Soldiers - Transform the Army
• Must leverage contributions of uncertainty – to operate better • Draft plan with clear vision
alienate stakeholders) - Maintain Public Support - Enhance Well-being Joint solutions
civilian workforce in zones of discomfort • Produce and begin to execute
- Resource the Army • POM focus: Core Competencies
plan in FY 05
• Reinforce Army Values • Foster “culture of engagement” • Be able to discuss POM • Meet recruiting and retention • Reinforce culture of innovation • See opportunities • Understand essentiality of
• Articulate capabilities and needs goals this critical task
• Emphasize Warrior Ethos • Prepare people to tell the story • Understand joint, expeditionary • Build relationships
• Care for Soldiers, civilians, and
Leader
• Communicate need for balance • Counter resistance to change
• Adapt training to reflect COE • Develop Strategic families – and communicate implications today and tomorrow • Provide advice effectively
• Promote education and career • Develop institutional programs
well-being and installation
Communications, Command progression opportunities • Reinforce all parts of Warrior • Develop Joint Ops Concept
enhancement programs to influence innovation and
Priorities
• Balance training and education:
Information, and Congressional • Must leverage “window of • Enhance safety programs cultural change
“what to think” vs.“how to Ethos (Creed and Values) • Participate as senior leaders
Engagement plans opportunity” to change • Manage complexity; Lead
think” • Promote Soldier-family resiliency in
change
assessments and studies
Focusing Effort: - Amidst adversity, a range of opportunities is clearly evident. We must capitalize on these opportunities in the strategy development and resourcing processes.
- Strengthen relationships and communication with other Services, Congress, the American public, and our primary customers: the Combatant Commanders and the Joint Team.
Managing Sources of Risk: - Risks do exist in this strategic environment, especially with regard to an uncooperative and adaptive enemy, finite resources, and our pace of operations.
- Clearly, if we lose support for resourcing our programs, or must deploy organizations unexpectedly, we will have to adjust the path of our restructuring.
Creating the Future: - Our Nation and our Army are engaged in a protracted Global War on Terrorism.
• How can we apply the lessons we have learned, at all levels, to improve performance?
• What decisions could we have made earlier?
• What should we be thinking about now?
COLThe
MarkArmy will remain relevant and ready by providing the Joint Force with essential capabilities to dominate across the full range of military operations.
D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 6
Focusing Effort
FY04
Phase Phase II: SecureFY05
I: Empower Messengers Near-Term Resources FY06 and Requirem
Phase III: Reaffirm Strategic Direction
4QTR 1QTR 2QTR 3QTR 4QTR 1QTR 2QTR
J A S O N D J F M A M J J A S O N D J F M
BRAC
DNC Inauguration F PB to Congress

NSS? Empower Messengers
Political Election Day
State of the
Union G H • Army Green Book
RNC Posture Hearings Budget Deliberations
CPG
PGM/Bud. Review
Rpt OSD (PA&E)`
Program Report
OSD (PA&E)
• Retired 4-Star Conference
SPG
POM 06-11 Strategic DPG Update I • Commanders’ Conference and
OSD SLRG Transformation
MID 09-13 Begins
CPG
Appraisals (OFT)
NDS (Annual Report)
QDR Active 4-Star Conference
QDR Report
JSCP MID 09-13 Begins NMS? • AUSA Annual Convention – JPG
Joint Staff
06-11 POM/BES QDR Secure Near-Term
QDRResources
Report
SPG 06-11 ASPG

(G3)
MID 09-13 Begins • Army Posture Statement
Army
POM/BES to APPG (G8) • President’s Budget to Congress
OSD (G8) E Army Posture
Statement (DAS)
APGM (G3) • Posture Hearings
A Army Green Book
QDR • Budget Deliberations
QDR Report
DP 25 DP 23 DP 34 DP 24 DP 22 DP 16 DP20
ACP Major
Muscle Moves
DP 33 DP 27 DP 19 DP 31 Reaffirm Strategic Direction
DP 21
DP 35 DP 36 DP 31 • QDR
Army Commander’s Army Commander’s
COCOM Conference
Conference Conference • Other?
Conferences Eisenhower
Conference C 4 Star 4 Star
Conference
Conference
Retired 4-star
B Conference
AUSA Annual
Conference
AUSA Symposium
D
Studies SPG Studies: Strategic Lift
SPG DP: Homeland Defense Strategy SPG DP: Joint Operations Concept
SPG Study: Operational Availability 05
STRATCOMS The Army Family Key Defense Industry

Partners
COL Mark D.
Critical Policy and Resource Key Employers of Army
Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005
Decision Makers Reserve & National Guard Soldiers 7
Managing Sources of Risk
• Tension between preparing for the future and meeting the demands of
the present, with finite resources, requires the Army to balance the
risk.
• The pace of operations, in an uncertain environment, is creating
distinct challenges that require careful management to sustain our
ability to achieve our strategic requirements.
➨Supplemental support required to continue Army Transformation while winning Global War
on Terrorism. Reduction or end of this funding would have significant implications for
procurement and soldier programs.
➨The operational fleet’s condition and age affecting current readiness. Increased depot
repair and recapitalization will be required to ensure our fleet is maintained and fully
capable.
➨The Army is focusing resources on promising technologies and rapidly spiraling
these into the current force to enhance their capabilities. Our investment accounts may
require additional funding to maintain technological overmatch and ensure the
development and fielding of the Future Force.
➨Global Posture and Base Realignment and Closure related initiatives have not been
programmed. Army will need $2.7B in Departmental assistance to comply with these
decisions.
• Identifying and mitigating risks associated with fulfilling current and

future strategic commitments, will ensure the Army remains relevant
Creating the Future
• We have an ambitious task ahead.
• Success requires us to exploit the strategic opportunity that has been placed
before us.
• We must leverage this period of increased activity, operations, and
examination of basing alternatives – the window of opportunity that has
emerged – to build a campaign quality Army with joint and expeditionary
capabilities now, while sustaining operational support to combatant
commanders, and maintaining the quality of the All-Volunteer force.
• As busy as we are today, we must continue to focus on tomorrow. We must
challenge our institutional practices by asking two key questions.
➨First, armed with the knowledge we have about our recent experiences,
“What decisions could we have made sooner?”
➨Second, and of far greater importance, “As you anticipate the challenges that
derive from our Title 10 and Title 32 responsibilities, “What should we be working
on now?”

Bottom Line
• Strategic Goal: The Army will remain relevant and ready by

providing the Joint Force with essential capabilities to dominate
across the full range of military operations.
• Role of Leadership: To add impetus to our ongoing efforts to
change our culture to reflect the realities of our new operating
context.
• Key Tasks:
➨ Communicate our messages to those whom we serve – promote understanding
of why and how we are changing and relieve stress during a period of intense
operational activity and profound transformational change.
➨ Foster a culture that embraces innovation; adopts a joint, expeditionary
mindset; reinforces the Warrior Ethos; and promotes a sense of resiliency.
“As we assess Army Transformation, our progress in changing our culture – to reflect the realities
of our operating context – will be a true measure of our success …”

Our Army at War – Relevant and Ready…
Today and Tomorrow
A Game Plan for Advancing Army Objectives in FY05 and Beyond:

Thinking Strategically

Backup Slides

Applying the Strategic Framework
Strategic Environment
 What are the known, unknown, and presumed events that create the context in which you are operating?
 How do these events create opportunities and pose possible threats to the vision – translated into your
goals, objectives, or ends – that you are trying to achieve?
Ends
 What are you trying to achieve? What is your strategic focus?
 What are the goals you want to achieve (across the POM period and beyond) and the objectives (to be
accomplished in FY 05) that derive from this focus?
Ways
 How do you want your leaders to focus their individual and collective efforts to achieve the organization’s
goals and objectives?
Means
 What opportunities do you have to focus the individual and collective efforts of your leaders to achieve the
organization’s goals and objectives?
Risk
 Think of risk as the probability of failing to achieve desired objectives … the greater the probability of
failure… the greater the risk …
 What could cause a failure to achieve your objectives? How do you mitigate the risks you identify?
Known Events:
 War will continue
 Resourcing processes (FY 05, Supplemental Funding, and FY 06) will continue
 Strategy processes and studies
 QDR
 BRAC 05 scheduled
 Other?
CLOSEHOLD
Unknown Events:
FY04 FY05 FY06
 Success in achieving war aims? Commitment levels? Other theater requirements?
J
BRAC
A S O N D J F M A M J J A S O N D J F M  Continued support for current and future use of Supplemental Appropriations?
PB to Congress
NSS?
Status of BRAC 05 Wedge? Claimants for funding?

DNC Inauguration
Political
CPG
RNC
Election Day
PGM/Bud. Review
State of the
Union
Program Report
Posture Hearings Budget Deliberations
SPG

Rpt OSD (PA&E)` OSD (PA&E)
POM 06-11 Strategic DPG Update
CPG
Legislative support for mobilization, manning, etc.?

Appraisals (OFT) MID 09-13 Begins
JSCP
NDS (Annual Report)
MID 09-13 Begins

QDR
NMS?
QDR Report
JPG

Joint Staff
Continuity of Defense and Joint agenda? How will they be aligned?

QDR

06-11 POM/BES QDR Report
SPG 06-11 ASPG MID 09-13 Begins

(G3)
POM/BES to
Army OSD (G8)
APPG (G8) Army Posture
Statement (DAS)
Scope and scale of QDR?

Army Green Book APGM (G3)
DP 25 DP 23 DP 34 DP 24
QDR
DP 22 DP 16
QDR Report
DP20

ACP Major
DP 33 DP 27 DP 19 DP 31 DP 21
Muscle Moves
Conferences
COCOM Conference
Eisenhower
Conference
DP 35
Army Commander’s
Conference
4 Star
Conference
DP 36
Army Commander’s
Conference
4 Star
Conference
DP 31
 Other? Wild Cards?
Retired 4-star AUSA Annual AUSA Symposium
Conference Conference

Partners
CLOSEHOLD
Critical Policy and Resource
Decision Makers
Key Employers of Army
Reserve and Guard Soldiers 10
Presumptions:
OPTEMPO/PERSTEMPO will continue at current levels for 3-5 years minimum 
Current support for supplemental funding use will continue 

 “Set” costs will be borne by supplemental
 Stationing costs to support modularity will be borne by supplemental
 IGPBS costs will be borne by BRAC Wedge?
 Will retain the ability to influence Soldiers and families in a manner to affect
recruiting, retention, and morale in a positive manner

 Other?
Strategic Environment:
Context for Focusing Organizational Energy
FY04 FY05 FY06

J A S O N D J F M A M J J A S O N D J F M
BRAC
PB to Congress
DNC Inauguration NSS?
Political Election Day
State of the
Union
RNC Posture Hearings Budget Deliberations
PGM/Bud. Review Program Report SPG

CPG
Rpt OSD (PA&E)` OSD (PA&E)
POM 06-11 Strategic DPG Update
MID 09-13 Begins
CPG
Appraisals (OFT)
QDR QDR Report
NDS (Annual Report)
JSCP MID 09-13 Begins NMS? JPG
Joint Staff
06-11 POM/BES QDR QDR Report
SPG 06-11 ASPG MID 09-13 Begins

(G3)
POM/BES to
Army OSD (G8)
APPG (G8) Army Posture
Statement (DAS)
Army Green Book APGM (G8)
QDR QDR Report
DP 25 DP 23 DP 34 DP 24 DP 22 DP 16 DP20
ACP Major
DP 33 DP 27 DP 19 DP 31 DP 21
Muscle Moves
DP 35 DP 36 DP 31
Army Commander’s Army Commander’s
COCOM Conference
Conferences Eisenhower
Conference 4 Star 4 Star
Conference
Conference
Retired 4-star AUSA Annual AUSA Symposium

Partners
COL Mark D.
Critical Policy and Resource Key Employers of Army
Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005
Decision Makers Reserve and Guard Soldiers 15
Our Overarching Strategic Goal
The Army will remain relevant and ready by

providing the Joint Force with essential capabilities
to dominate across the full range of military
operations.

The Key Question
How do we “integrate, coordinate, and synchronize” the actions of

senior Army leaders to achieve established goals, objectives, and
requirements?
➨ What are our priorities?

➨ How do we best focus the time, energy, and creativity of our leaders?

Reinforce Our
Centerpiece:
Soldiers as Warriors
• Soldiers are the Army
• Our Nation is relying on Soldiers
• Supporting GWOT aggressively
• Soldier conduct must reflect
Army Values (detainee abuse,
larceny, and unsafe actions will
alienate stakeholders)
• Reinforce Army Values
• Emphasize Warrior Ethos
• Adapt training to reflect COE
• Balance training and education:

“what to think” vs.“how to think”
Tell the Army
Story Effectively
• Informing the Nation is our

obligation – a key responsibility
• Effective strategic engagement
required to inform stakeholders
• “One Message—Many Voices”
• Critical outcomes:
- Recruit and Retain Quality Soldiers
- Maintain Public Support
- Resource the Army
• Foster “culture of engagement”
• Prepare people to tell the story
• Develop Strategic
Communications, Command
Information, and Congressional
Engagement plans
Resource
the Force
• Sustained operations are our

new norm – protracted conflict
• Must resource for today’s and
tomorrow’s issues:
- Sustain Full Scope of Global
Commitments (GWOT is a Subset)
- Transform the Army
- Enhance Well-being
• POM focus: Core Competencies
• Be able to discuss POM
• Articulate capabilities and
needs
• Communicate need for balance
• Promote education and career
progression opportunities
• Must leverage “window of
opportunity” to change
Maintain Viability
of All-Volunteer
Force
• Must preserve viability
• Incorporating new manning
concepts
• Rebalancing size and
capabilities of components
• Must leverage contributions of
civilian workforce
• Meet recruiting and retention

goals
• Care for Soldiers, civilians, and
families – and communicate
well-being and installation
enhancement programs
• Enhance safety programs
• Manage complexity; Lead
change
Change Army
Culture to Reflect
New Realities
• Must embrace innovation
• Creating Joint and
Expeditionary mindset
• Inculcating Warrior Ethos
• Building resiliency to
uncertainty – to operate better
in zones of discomfort
• Reinforce culture of innovation

• Understand joint, expeditionary
implications today and
tomorrow
• Reinforce all parts of Warrior
Ethos (Creed and Values)
• Promote Soldier-family
resiliency
Articulate Strategic
Rationale for
Future Capabilities
• Must continue to emphasize

Army contributions to Joint
Team
• Create joint interdependence
• Leverage every potential tool
• Collaborate to develop Joint
solutions
• See opportunities
• Build relationships
• Provide advice effectively
• Develop Joint Ops Concept
• Participate as senior leaders in
assessments and studies
Adapt the
Institutional Army
• Not business as usual; must

support a Joint and
expeditionary Army
• Must assess changes
recommended in ACP
• Support needs of force
• Create culture of innovation
• Draft plan with clear vision
• Produce and begin to execute
•plan in FY 05 essentiality of this
Understand
critical task
• Counter resistance to change
• Develop institutional programs
to influence innovation and
cultural change

Our Army at War Relevant

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Our Army at War – Relevant and Ready…

Today and Tomorrow

A Game Plan for Advancing Army Objectives in FY05 and Beyond:

COL Mark D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 1

• Reaffirm our overarching strategic goal and broad strategic direction.

• Add impetus to our ongoing efforts to change our culture … to reflect

A/SA, 2 September: “make it compelling … focus on big ideas … big challenges … “

COL Mark D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 3

COL Mark D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 4

Army Campaign Plan (ACP): Next 10 Years

Game Plan: Next 1-2 Years

REINFORCING ASPG and ACP

The Army has an Unprecedented Window of Opportunity to Reshape the Force

Intent: Seize the Initiative: Leadership Drives Change

Soldiers Force New Realities Future Capabilities

4QTR 1QTR 2QTR 3QTR 4QTR 1QTR 2QTR

DNC Inauguration F PB to Congress

JSCP MID 09-13 Begins NMS? • AUSA Annual Convention – JPG

SPG 06-11 ASPG

SPG Study: Operational Availability 05

STRATCOMS The Army Family Key Defense Industry

• Identifying and mitigating risks associated with fulfilling current and

COL Mark D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 9

• Strategic Goal: The Army will remain relevant and ready by

COL Mark D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 10

A Game Plan for Advancing Army Objectives in FY05 and Beyond:

COL Mark D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 11

COL Mark D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 12

Status of BRAC 05 Wedge? Claimants for funding?

Legislative support for mobilization, manning, etc.?

MID 09-13 Begins

Continuity of Defense and Joint agenda? How will they be aligned?

SPG 06-11 ASPG MID 09-13 Begins

Scope and scale of QDR?

SPG Study: Operational Availability 05

STRATCOMS The Army Family Key Defense Industry

Current support for supplemental funding use will continue 

recruiting, retention, and morale in a positive manner

FY04 FY05 FY06

PGM/Bud. Review Program Report SPG

JSCP MID 09-13 Begins NMS? JPG

SPG 06-11 ASPG MID 09-13 Begins

QDR QDR Report

SPG Study: Operational Availability 05

STRATCOMS The Army Family Key Defense Industry

The Army will remain relevant and ready by

COL Mark D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 16

How do we “integrate, coordinate, and synchronize” the actions of

➨ What are our priorities?

COL Mark D. Rocke/DACS-ZDV-EOH/Mark.Rocke@US.Army.Mil/703-697-3920/28October2005 17

• Reinforce Army Values

• Emphasize Warrior Ethos

• Adapt training to reflect COE

• Balance training and education:

• Informing the Nation is our

• Sustained operations are our

• Meet recruiting and retention

• Reinforce culture of innovation

• Must continue to emphasize

• Not business as usual; must

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