An Cosantóir

An Cosantóir May / June 2026 www.military.ie/magazine M ilitary readiness for Óglaigh na hÉireann is best understood as the strategic bridge between national ambition and actual force capability. Harrison's 'Rethinking Readiness' provides a compelling foundation for redesigning that bridge, arguing that readiness is not a static condition but a process one that converts peacetime inputs into usable, "mission ready" outputs. By treating the Defence Forces as a complex system of systems makes it possible to move beyond rhetoric and towards measurable military effectiveness. Building on Harrison's insight, this article argues that Óglaigh na hÉireann requires a systematised, data driven readiness framework anchored in the Ends–Ways–Means model, structured around Galvin's multi-level understanding of preparedness, and informed by RAND's ten dimensions of strategic readiness. Such a framework would allow senior leaders to define, assess, and operationalise readiness in a manner that aligns force development, resource allocation, and operational planning. The Conceptual Problem: Readiness as an Overused and Under Defined Term Readiness has long suffered from conceptual ambiguity. Both academic literature and policy practice warn that the term is invoked far more often than it is rigorously defined. Betts' classic formulation of "ready for what, of what, for when"—remains a powerful diagnostic tool, forcing planners to specify missions, required capabilities, and timelines. Galvin adds a crucial strategic dimension by defining readiness as "the capacity of a nation's military to fight as designed to satisfy national strategies and plans." This shifts the focus from narrow checklists of personnel, equipment, and training to the alignment between force design and national strategy. RAND's work reinforces this multidimensionality by identifying ten interlocking dimensions of strategic readiness: 1. Military effectiveness, 2. Operational readiness. 3. Force posture. 4. Structural readiness. 5. Mobilisation readiness. 6. Sustainment readiness. 7. Resilience. 8. Human capital 9. Allies and partners 10. Business systems and organizational effectiveness. No single metric can capture this complexity. Harrison's contribution dovetails with these perspectives by emphasising throughput, how effectively resources are transformed into available combat power, rather than static snapshots of a forces condition. Taken together, these conceptual tools point to readiness as a dynamic, risk informed process rather than a compliance exercise. Ends–Ways–Means: A Strategic Scaffold for Readiness If readiness is to function as a meaningful management instrument, it must be embedded within a coherent strategic planning framework. The Ends–Ways–Means model provides that scaffold. • Ends: mission ready forces, credible response timelines, and sustained operational effectiveness across assigned roles and contingencies. • Ways: doctrine, policy, training, evaluation regimes, and interoperability mechanisms that translate concepts into operational practice. • Means: personnel, equipment, logistics, budgetary allocations, and external partnerships that set the ceiling on what the Defence Forces can realistically achieve. Harrison notes that while readiness is difficult to quantify, mapping Ends, Ways, and Means against risk tolerance creates a disciplined structure for judging whether readiness levels are sufficient or illusory. For Óglaigh na hÉireann, adopting this model would expose where strategic ambition outstrips available resources, enabling leadership to make explicit trade-offs rather than relying on implicit assumptions. 22 | RETHINKING RETHINKING READINESS READINESS ARTICLE BY SGT MAJ DAVID O'REILLY Designing a Strategic, Data Driven Framework for Óglaigh na hÉireann "You go to war with the army you have, not the army you might or wish to have at a later time." - Donald Rumsfeld 2004 Ends Ways Means Mission ready forces. Response timelines. Operational effectiveness. Sustained readiness. Doctrine & policy. Training. Evaluation. Integration. Interoperability. Personnel. Equipment. Logistics. Budget. Partnerships.

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