An Cosantóir

An Cosantóir May / June 2026 www.military.ie/magazine DOTMLPFI: Readiness as a System of Systems The DOTMLPFI lens is particularly powerful for viewing readiness as a system of systems rather than a simple inventory of platforms. Equipment alone does not generate capability; it must be embedded in appropriate doctrine, organisational structures, trained personnel, enabling infrastructure, and interoperable systems. Applying DOTMLPFI systematically allows planners to identify which element is constraining readiness in any given capability area. For example: • Is a shortfall caused by insufficient training capacity? • Is maintenance infrastructure inadequate? • Is organisational design misaligned with assigned missions? When combined with RAND's 10 readiness dimensions, DOTMLPFI enables the construction of dashboards that show not just the status of individual indicators but their contribution to overall strategic readiness. This transforms readiness measurement from an accounting exercise into a form of risk governance and strategic stewardship. Governance, Accountability, and Strategic Decision Making A robust IMR framework grounded in Ends–Ways–Means and DOTMLPFI would significantly enhance governance across the defence enterprise. Clear, data driven metrics at each tier would allow leadership to track trends, identify emerging vulnerabilities, and assess whether reforms are producing intended effects. For example: • Persistent shortfalls in unit level training metrics could trigger targeted investments in simulation, instructors, or training areas. • Operational level assessments informed by joint training outcomes would reveal whether formations can realistically execute assigned plans rather than being "paper ready." • Strategic dashboards would support transparent dialogue between the Defence Forces and political leadership, clarifying what levels of readiness can be achieved at given funding levels and what risks are being accepted. Such a system also reduces the risk of "hollowness," where headline figures appear healthy but underlying capability is degraded. Neutrality, Preparedness, and Strategic Credibility Rethinking readiness in this structured way reinforces that neutrality and preparedness are not contradictory but complementary. A small state that aspires to be a credible security actor must convert limited means into focused, effective capabilities. A rigorous readiness framework enables precisely that, it is essential to understand that readiness without metrics is an oxymoron. By embedding Ends–Ways–Means as an organising principle and operationalising it through an IMR model, Óglaigh na hÉireann can maintain a flexible, agile posture responsive to political direction. Readiness becomes a tool for peace, deterrence, and strategic credibility rather than a static label. Harrison's warning is clear: the cost of neglecting readiness whether paid in blood during crises or in treasure through inefficient peacetime spending is ultimately higher than the cost of building a disciplined, data driven system for governing it. For Óglaigh na hÉireann, rethinking readiness is not merely a technical necessity but a strategic imperative and a strategy rendered executable. References are available upon request to the editor. 24 |

• Cover