Throughout literature, we have learned from the ways that others have used systems and processes to respond to challenges. This Letort Paper by Dr. Richard Meinhart builds upon his doctoral dissertation, Strategic Planning Through An Organizational Lens, that examined what higher education leaders could learn from the Chairmen Joint Chiefs of Staff's strategic planning in the 1990s and updates that examination through 2005 to reflect Chairman Myers' use. This update is particularly relevant because the challenges that our leaders faced in the first half of the 2000s with the Global War on Terror were different than those of the 1990s. In response to these new challenges, this strategic planning system continued to evolve as it retained stability in plans and resource products and accommodated changes in vision, strategies and assessments.