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This paper will review the Air Force's new Force Development construct as it applies to the officer corps. It will also offer insights on how to ensure it is successful and enduring. The analysis will take place using John P. Kotter's eight steps for leading change. It will review the Force Development construct and analyze it from a frame of reference that considers why transforming organizations fail and what can be done to reduce the risk of failure. The intent is to identify any shortcomings in the construct, highlight processes requiring change, and assist the Air Force in building the road to a more robust, better educated, and visionary officer corps. To begin the process, it is necessary to first look at the Officer Force Development program as it currently exists and understand where the Air Force is headed in the 21st Century.
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