The military is held to a higher standard in preventing sexual assault and in victim care, but it also has the resources and autonomy to institute change in depth. Its centralized control, remoteness from its parent culture, and ability to act quickly combine with the fact that the public often regards it as a medium of social experimentation to make it a natural leader in promoting fairness. It is comparatively free from political manipulation and trends, yet it has commonalities with civilian universities and other populations. Recent allegations are attention the military may not want, but it is in a position, through the confluence of forces and its identity and resources, to solve a problem for itself and wider society.

Departing Servicemembers confront a different world, and programs exist to assist in the transition. Service experience combined with additional preparation can open possibilities, yet education remains a personal choice. Assessment programs emphasize the central role of self-help in formulating Individual Transition Plans. Military leaders set the tone in their units and should relate success stories to focus their troops on their own life plans. The pursuit of education comes down to personal discipline, and if the concept of life-long education is not already implanted in Servicemembers, it should be internalized before they enter their next phase, along with considerable thought and perhaps coursework already completed. Indeed degrees can be completed before retirement if extra time and opportunities are judiciously applied.

Strategic planning is complicated by the number of parties and conditions to be satisfied along with the perplexing nature of some missions. Leaders must consider whether breakout sessions, brainstorming, team-building, external input, or other approaches are best, but it is crucial in all cases that each participant buys in because their views are clearly welcome, and also that the organization enunciates exactly why it exists. Starting early is vital in all phases, and having approval by every party is essential throughout the process rather than seeking it when the plan is in being. Stakeholders must be allowed their say or at least to raise questions. Open communications will promote transparency and indicate a passion for continuous improvement.