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TRANSCRIPT
Establishing Strategic Vectors: Charting a Path for Army Transformation
by Colonel Mark D. Rocke, USA and Lieutenant Colonel David P. Fitchitt, USA
April 2007
Establishing Strategic Vectors:Charting a Path for Army Transformation
by
Colonel Mark D. Rocke, USA
and
Lieutenant Colonel David P. Fitchitt, USA
i
Cover photos courtesy of Headquarters, Department of the Army.
This paper represents the opinions of the author and should not be taken to represent the views of the Department of the Army, the Department of Defense, the United States government, the Institute of Land Warfare, or the Association of the United States Army or its members.
© Copyright 2007 byThe Association of the United States Army
All rights reserved.
Inquiries regarding this and other products of AUSA’s Institute of Land Warfare should be directed to: Director, ILW Programs, e-mail [email protected] or telephone (direct dial) 703-907-2627 or (toll free) 1-800-336-4570, ext. 226.
Institute of Land WarfareAssociation of the United States Army
2425 Wilson BoulevardArlington, Virginia 22201
703-841-4300www.ausa.org
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Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Original Intent . . . Determining Strategic Direction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Progress . . . Transforming While Waging War . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Changing an Army . . . Insights on Transformational Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Moving Forward . . . Realizing the Army Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Major Focus Area Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
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Contents
v
ForewordIn 2004, America and its Army are at war . . . deployed and supporting contingency operations in staggering numbers and at an unprecedented pace. . . . It is moving toward being lighter, faster and more strategically agile and adaptive. . . . [The] focus areas . . . are, in effect, the engine for change. The U.S. Army in 2004 and Beyond: Strategically Agile and Adaptive
AUSA Torchbearer National Security Report, February 2004
This paper examines Army Chief of Staff General Peter J. Schoomaker’s Focus Areas—the engine for change of the Army transformation efforts we first highlighted three years ago. It furnishes a concise summary of the enormous change set in motion by the Focus Areas. In many ways, this report serves as a case study in leading and managing change. It describes what the Army has learned from this experience in its quest to remain relevant to America’s security needs in an ever-changing, increasingly complex strategic and political landscape.
Senior Army leaders clearly recognized that transforming an Army at war would be an extraordinarily difficult, potentially dangerous task. Their view, however, was that transformation was not a choice. It was absolutely required to enable the Army to wage a “new kind of war,” and to sustain the full range of its global commitments, for an indefinite period of time. At the same time, they assessed that the lessons learned from war could be rapidly applied to Army Transformation to build a force that would be truly relevant and ready for the challenges of the 21st century.
Wartime urgency and temporarily increased levels of resources created a unique opportunity to prepare the Army to deal with unprecedented operational and strategic challenges. To capitalize on this opportunity, Army senior leaders leveraged many ongoing efforts to retain the campaign qualities of the force while simultaneously developing and institutionalizing a unique joint and expeditionary mindset needed to better meet the nation’s immediate and enduring security requirements.
To meet the needs of the nation, our Army will depend on its leaders to continue building “the bridge to the future” started by the Focus Areas, and new Army Chief of Staff General George W. Casey is doing just that. In April, soon after taking over from General Schoomaker, he announced seven CSA Initiatives: accelerating Army growth and readiness improvements to consistently field forces for victory and to sustain a campaign-quality expeditionary Army; enhancing the quality of support to Soldiers and families; maintaining continuity and momentum in the Army’s modernization; completing the transition of the reserve component to an operational force; stepping up changes to leader development programs to grow leaders for future strategic environments; adapting institutional policies, programs and procedures to support the expeditionary Army, especially while at war; and encouraging strategic communications. These CSA Initiatives, like the Focus Areas, will evolve over time.
The Army must be flexible to adapt its path as necessary; yet unrelenting in its determination to accelerate its transformational momentum. Amidst the adversity of war, we have a unique window of opportunity. As an Army and a nation, we must remain on course and accelerate our progress while this window is open—for it can close at a moment’s notice.
GORDON R. SULLIVAN General, United States Army Retired President, AUSA
April 2007
IntroductionIn August 2003, the Army’s senior leadership
identified 16 areas for immediate focus; four more were identified over the next two years. The Focus Areas set in motion critical processes required to transform the Army while waging war.
The Focus Areas have produced a great deal of posi-tive change—and started numerous initiatives, now ongoing, that will take many years to fully realize.2 The Focus Areas were guided by a simple goal: to en-able the Army to develop capabilities over time, to prepare it to pass through periods of uncertainty, and to remain relevant (in terms of its design and orien-tation) and ready (in terms of its ability to field well led, fully trained and properly equipped units) to meet the needs of the nation indefinitely. (See figure 1 on page 2.)
This assessment of the Focus Areas centers on four key questions:
• What was the original intent of the Focus Areas?
• With respect to this intent, what progress has occurred and what remains to be accomplished?
• What can the Army learn from this experience to inform its continuing efforts to drive change?
• What should the Army be thinking about as it moves forward?
Original Intent . . . Determining Strategic Direction
Wartime urgency and temporarily increased levels of resources created a unique opportunity to prepare the Army to deal with unprecedented operational and strategic challenges. To capitalize on this opportunity, Army senior leaders leveraged many “ongoing efforts to retain [the] campaign qualities of [the] Army while simultaneously developing a joint and expeditionary mindset . . . to better meet the Nation’s [immediate and enduring] security requirements.”3
Senior leaders carefully assessed “ongoing ef-forts”—in various stages of development at the time—to identify initiatives that could be either accelerated or adjusted to meet the requirements imposed by the Global War on Terror and an uncertain, unpredictable security environment. These initiatives included revisions to operational doctrine; concepts to adapt joint warfighting capabilities; improvements in train-ing, education and leader development; programs for materiel development; procedures to expedite wartime acquisition; enhancements to quality of life and well-being for Soldiers and families; and many other ideas. Examples include:
• strengthening emphasis on Soldiers as the centerpiece of formations. Soldiers are the Army—and the ultimate expression of the capa-bilities the Army furnishes to the joint team and the nation. This idea remained at the forefront
1 John P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996), p. 133.2 For example, full equipping of modular brigade combat teams (BCTs) is not projected to occur, by current estimates, until 2015. Similarly, support
brigades are not projected to be fully equipped until 2019. The first BCT fully enabled with Future Combat Systems is not projected to enter the force until 2015. All 15 currently planned BCTs will not achieve full operational capability until 2032.
3 2003 U.S. Army Posture Statement, p. 2. Further discussion on each of these initiatives and more information on their conceptual underpinnings is available in this document as well as in the 2002 Army Posture Statement.
Establishing Strategic Vectors:Charting a Path for Army Transformation
After watching dozens of major change efforts in the past decade, I’m confident of one cardinal rule: Whenever you let up before the job is done, critical momentum can be lost and regression may follow. Until changed practices attain a new equilibrium and have been driven into the culture, they can be very fragile. Three years of work can come undone with remarkable speed. Once regression begins, rebuilding momentum can be a daunting task, not unlike asking people to throw their bodies in front of a huge boulder that has already begun to roll back down the hill.
John P. Kotter, Leading Change 1
1
Relevant
Ready
Areas of Immediate Focus
Time
Capa
bilit
ies
Figure 1
Uncertainty
Added
- Logistics (January 2004)- Improve Capabilities for Homeland Defense (January 2005)- Improve Pro�ciencies Against Irregular Challenges (January 2005)- Improve Capabilities for Stability Operations (January 2005)
- The Soldier- The Bench- Army Aviation- Leader Development- Combat Training Centers/ Battle Command Training Program
Train and Equip Soldiersand Grow Leaders
Provide Relevant and Ready Landpower Capability to the Combatant Commanders and the Joint Team
- Current to Future Force- The Network- Modularity- Joint and Expeditionary Mindset- Active Component / Reserve Component Balance- Force Stabilization- Actionable Intelligence
Enable the Force
- Installations as Flagships- Resource Processes- Strategic Communications- Authorities, Responsibilities and Accountability
2
of Army thinking and established the foundation for each of its transformational initiatives.
• reinforcing the importance of the Warrior Ethos. Senior leaders recognized that in today’s operational environment, every Soldier needs to be able to serve as a warrior—armed with the values and combat skills required to deal with the stress, rigor and uncertainty of combat. To achieve this objective, and to prepare the Army to sustain frequent deployments for the foreseeable future, the Warrior Ethos and the Soldier’s Creed received renewed emphasis at training centers, in units and across the Army.
• implementing many Army Training and Leader Development Panel ideas. To align the Army’s leaders—officers, noncommissioned officers, warrant officers and civilians—and its overall culture with the 21st century security environment, the role of leadership and the importance of leadership development took on special importance. The goal for leaders, reflected in numerous Focus Areas, was established quickly: to develop confident, adaptive military and civilian leaders, able to operate in both operational and institutional settings amidst the challenges and complexity of the 21st century security environment.
• continuing exploratory work on modular formations. Modular conversion provided the greatest opportunity in many years to restructure fighting and supporting units to enhance their flexibility and operational capability—while dra-matically enhancing the overall deployability, versatility and strategic agility of the Army. Prior analyses and experimentation were revisited with a view to changing from a division-based to a brigade-based force. Four primary goals were established: to increase the number of available brigade combat teams to meet operational demand and better manage stress on the force; to create
common, standard organizational designs for brigade-based combat and support “modules”; to improve the ability of Army to provide command and control of joint and combined task forces at lower levels; and, ultimately, to improve the capacity and capability of the Army to meet the needs of the combatant commanders across the range of joint military operations.
• continuing and accelerating the fielding of Stryker Brigade Combat Teams. Announced in October 1999, the Army responded in less than three years to begin fielding Stryker Brigade Combat Teams (SBCTs). SBCTs were designed to bridge a well-documented capabilities gap between the Army’s lethal, survivable, but slow-to-deploy heavy forces and its far more deployable, yet vulnerable, light forces, which lacked both mobility and firepower. The lessons learned from the positive experience of the SBCTs—from rapid experimentation and acquisition to network-centered warfare and operational employment—were applied to many Focus Areas.
• enhancing the importance of Future Combat Systems and the Network. To ensure the rele-vance of Army formations to both current and future operating environments, the effort to acquire and field Future Combat Systems (FCS) received enhanced emphasis. Development of FCS was envisioned to produce a system of interconnected weapons, communications and intelligence systems—including sensors and unmanned ground and aerial vehicles—that would enhance the capabilities of Soldiers, leaders and commanders. These technologies would better enable Soldiers and units to deal with the full range of traditional, irregular, catastrophic and disruptive challenges they will face. It was immediately clear that the technologies and systems associated with FCS could, and should, be provided in a way that would benefit current forces, as quickly as feasible.4
4 When fielded, Future Combat Systems will provide a persistent, ubiquitous intelligence, surveillance and reconnaissance capability. In addition, it will create an integrated, distributed network to leverage intelligence and facilitate the employment of all weapons and systems to better enable Soldiers to conduct operations (from support to civil authorities, to stability, to combat involving offense and defense).
3
• maintaining and enhancing understanding of the vital role of Army Installations to sustain-ing the well-being of Soldiers and families. The likelihood of prolonged conflict, sustained deployment and increased stress on Soldiers and families was immediately identified. To Army senior leaders, it was abundantly clear that to enhance readiness and to sustain the viability of the All-Volunteer Force, the Army must realize its vision to dramatically improve the quality of the services and facilities provided by its installations. Installations serve as homes and communities for Soldiers and families, while providing workplaces for vital Army civilians. Moreover, installations provide the infrastructure to support both training and deployment—foundational prerequisites for building a campaign-quality Army with joint and expeditionary capabilities. In light of their importance to a wartime Army, the ongoing initiatives to improve installations and care for Soldiers and families, highlighted visibly in the creation of the Installation Management Agency and the establishment of a comprehensive Well-Being Framework, received considerable empha-sis by senior leaders.
• creating the Army Futures Center. This center, established as a vital component of the U.S. Army Training and Doctrine Command, was designed to lead the Army’s efforts to accelerate its movement from the current to the future force. Later renamed the Army Capabilities Integration Center, this center was envisioned to lead the Army in developing the concepts, coordinating the experiments and determining the joint and service requirements to facilitate expeditious development of new equipment, technologies and systems (as well as the supporting doctrine, facilities, training and other enablers). A key aspect of the mission envisioned for this new center was the effort to match authorities and responsibilities in one place under one leader. This center emerged as a headquarters that not only identified and understood the challenges
inherent to the future operating environment, but also proved uniquely able to integrate the many diverse activities required to field the systems and technologies, such as FCS, designed to enable Soldiers and leaders to be successful in that environment.
Senior Army leaders clearly recognized that trans-forming an Army at war would be an extraordinarily complex and potentially dangerous task. Their view, however, was that transformation was not a choice; it was absolutely required to enable the Army to wage a “new kind of war,” and to sustain the full range of its global commitments, for an indefinite period of time. At the same time, they assessed that the lessons learned from war could be rapidly applied to Army Transformation and would facilitate building an Army that would be truly relevant and ready for the challenges of the 21st century.
The Army’s senior leaders initiated the Focus Areas—to drive the change required to transform the Army—with five core elements of guidance:5
• Identify where change was required to enable successful combat operations. Areas for “im-mediate focus” were selected based upon a determination that an aspect of Army doctrine, organization, process or some other area required major change to create a campaign-quality Army with joint and expeditionary capabilities within this decade.
• Eliminate constraints. The commands and agen-cies selected to lead Focus Areas were directed to examine all possible ways to enhance Army capabilities to conduct joint, interagency, inter-governmental and multinational operations across the full spectrum of possible scenarios.
• Develop comprehensive solutions to embed change. The solutions proposed by responsible commands and agencies, once approved by the senior leadership, were to be integrated into all four sections of The Army Plan to provide required strategic guidance and levels of resourcing.
5 Additional information on major initiatives, reflecting progress using the Army’s Doctrine-Organization-Training-Materiel-Leader Development and Education-Personnel-Facilities (DOTMLPF) framework will become available on the Army website at www.army.mil.
4
• Provide new directions for Army transformation and modernization. The Army Transformation Roadmap and the Army Modernization Plan were to be updated to incorporate the solutions proposed by the responsible commands and agencies.
• Reinforce the centrality of the Army Campaign Plan. The intent and vision of each Focus Area were to be translated into decision points to enable scheduling, managing and tracking pro-gress with respect to the Focus Areas—and to institutionalize change across the force.The reorientation of Army transformation was
enormously (and intentionally) broad in scope, yet centered on three principal and foundational objectives: modularity, rebalancing and stabilization.
The initiatives derived from these objectives would enable the Army to:• accomplish its mission today and prepare for
future challenges;• improve its capacity to provide the forces
and capabilities required by the combatant commanders;
• maximize the capabilities of all components and all skills resident within the Total Force;
• improve readiness, cohesion, predictability, train-ing and leader development;
• address many other requirements, with a view to alleviating current and anticipated stress on the force, associated with sustained high levels of operational deployment; and
5
Establishing and Accelerating MomentumFocus Area Proponent Focus Areas in Execution Status
Operations (G-3) Improve Capabilities for Homeland Defense
Installation Management (ACSIM) Installations as Flagships
Information Operations (CIO/G-6) The Network
Director of Army Staff (DAS) Authorities, Responsibilities and Accountability
Personnel (G-1) Force Stabilization
Intelligence (G-2) Actionable Intelligence
Operations (G-3)
Active Component/Reserve Component Balance
Army Aviation
Improve Proficiencies Against Irregular Challenges
Improve Capabilities for Stability Operations
Logistics (G-4) Logistics
Programs (G-8) Resource Processes
Public Affairs (OCPA) Strategic Communications
Training and Doctrine
Command (TRADOC)
The Soldier
The Bench
Joint and Expeditionary Mindset
Modularity
Combat Training Center/Battle Command Training Program
Leader Development and Education
Current to Future Force
Figure 2
6
The SoldierCombat Training Centers / Battle Command Training Program
Improve Pro�ciencies Against Irregular ChallengesThe BenchLeader Development and Education
1
8
19
2
9
Authorities, Responsibilities and Accountability15
Transformation
Army Vision: Relevant and Ready Landpower in Service to the NationArmy Mission: To Provide Necessary Forces and Capabilities to the Combatant
Commanders in Support of the National Security and Defense Strategies.
Way
sEn
ds
Mea
nsWay
sEn
ds
Provide relevant and ready landpower for the
21st century security environment
Train and equip Soldiers to serve as warriors and grow adaptive leaders
Sustain an All-Volunteer Force composed of highly competent Soldiers that are provided an equally
high quality of life
Provide the infrastructure and support to enable
the force to ful�ll its strategic roles and
missions
Recruit and retain the All-Volunteer Force
Support current global operations with relevant
and ready landpower
Reinforce the centerpiece: Soldiers as warriors
Adjust the global footprint to create
“Flagships of Readiness”
Care for Soldiers and Army families
Build a modular force with joint and expeditionary
capabilitiesTrain Soldiers Implement business
transformation
Execute major acquisition programs Grow adaptive leaders Enhance logistics
readiness
Restructure Army Aviation Equip the Soldiers
Enhance strategic communication
Secure �nancial resources and legislative authorities to meet requirements
Nesting with Strategic Initiatives
Active Component / Reserve Component Balance
Army Modular Force
Joint Expeditionary Capabilities
Force Stabilization
Current to Future Force
Actionable Intelligence
Logistics
5
6
4
7
12
16
17
Improve Capabilities for Stability Operations
The Network
Restructure Army Aviation
20
3
10
Improve Capabilities forHomeland Defense
18
Flagships of Readiness
Resource Processes
Strategic Communication
11
13
14
Mea
ns
Improve Soldier and family housing
Develop LandWarNet operational capabilities
Enhance combat training centers
Develop the LandWarNet institutional
infrastructure
Figure 3
7
The SoldierCombat Training Centers / Battle Command Training Program
Improve Pro�ciencies Against Irregular ChallengesThe BenchLeader Development and Education
1
8
19
2
9
Authorities, Responsibilities and Accountability15
Transformation
Army Vision: Relevant and Ready Landpower in Service to the NationArmy Mission: To Provide Necessary Forces and Capabilities to the Combatant
Commanders in Support of the National Security and Defense Strategies.
Way
sEn
ds
Mea
nsWay
sEn
ds
Provide relevant and ready landpower for the
21st century security environment
Train and equip Soldiers to serve as warriors and grow adaptive leaders
Sustain an All-Volunteer Force composed of highly competent Soldiers that are provided an equally
high quality of life
Provide the infrastructure and support to enable
the force to ful�ll its strategic roles and
missions
Recruit and retain the All-Volunteer Force
Support current global operations with relevant
and ready landpower
Reinforce the centerpiece: Soldiers as warriors
Adjust the global footprint to create
“Flagships of Readiness”
Care for Soldiers and Army families
Build a modular force with joint and expeditionary
capabilitiesTrain Soldiers Implement business
transformation
Execute major acquisition programs Grow adaptive leaders Enhance logistics
readiness
Restructure Army Aviation Equip the Soldiers
Enhance strategic communication
Secure �nancial resources and legislative authorities to meet requirements
Nesting with Strategic Initiatives
Active Component / Reserve Component Balance
Army Modular Force
Joint Expeditionary Capabilities
Force Stabilization
Current to Future Force
Actionable Intelligence
Logistics
5
6
4
7
12
16
17
Improve Capabilities for Stability Operations
The Network
Restructure Army Aviation
20
3
10
Improve Capabilities forHomeland Defense
18
Flagships of Readiness
Resource Processes
Strategic Communication
11
13
14
Mea
ns
Improve Soldier and family housing
Develop LandWarNet operational capabilities
Enhance combat training centers
Develop the LandWarNet institutional
infrastructure
Figure 3
• fully leverage the enormous amount of trans-formational activity underway and to strike a proper balance between “change and continuity” (as highlighted earlier).
Progress . . . Transforming While Waging WarThe net effect of the Focus Areas has been
enormously positive. Over the past four years, 20 of the Focus Areas have moved into Execution status, meaning that their intent has been integrated into formal Army processes for planning and resourcing.6 The ideas generated by the Focus Areas produced or initiated major changes—of both an intellectual and physical nature—in every aspect of Army activity. The magnitude of these changes is demonstrated by examining some of the more prominent, most visible initiatives now well under way and making clearly discernible progress:
• building a modular Army; • rebalancing Army capabilities (within active and
reserve components and within key skills);• stabilizing the Army (to enhance readiness,
cohesion, and improve quality of life);• improving quality of life on Army installations (and
establishing the basis to fund installations at levels to enable delivery of critical services to Soldiers, families and Army civilians in wartime);
• improving the quality of individual training, equipment and support for Soldiers;
• improving the quality of training and realism at Combat Training Centers (and developing the ability to export this training experience to home stations);
• improving training, leader development and education (for all military and civilian members of the Department of the Army);
• establishing the Network as the foundation of Future Combat Systems;
• restructuring Future Combat Systems (to provide more immediate payoff to current forces);
• restructuring Army Aviation (to field more relevant capabilities, improve survivability and more); and
• aligning the overall culture of the Army—Soldiers, families and Army civilians—with the objective realities of an Army at war (as reflected in the actions and attitudes observable across the force . . . from Soldiers in combat, to families dealing effectively with “single parent” issues and prolonged, recurrent separation, to civilians providing vital services needed to support and sustain all aspects of Army activity).7
The magnitude of change is further illustrated by examining the Focus Areas through the lens of the Doctrine–Organization–Training–Materiel–Leader Development and Education–Personnel –Facilities (DOTMLPF) framework. Each Focus Area produced new thinking or improvements in each of the DOTMLPF domains. For example, Focus Area 6, Army Modular Force, clearly produced improvements in organizations, yet it also created corresponding improvements in doctrine to guide the employment of these organizations, systems and facilities to train them, procedures and techniques to develop leaders to lead and command them, etc. Major accomplishments assessed for each Focus Area are identified in the table beginning on page 13, which provides a greater appreciation of the depth and breadth of change the Focus Areas have set in motion across the entire Army. 8
The Army is monitoring the progress of the Focus Areas per the system described in Maintaining the Momentum of Army Focus Areas, dated 5 July 2005. As Focus Areas mature, the Army is integrating them into all four sections of The Army Plan and maintaining visibility on specific actions and decision points through the management process established for the Army Campaign Plan (Part IV of The Army Plan).
8
6 In July 2005, the Director, Army Staff established criteria to assess the status of Focus Areas (i.e., Plan, Prepare and Execution). In simplest terms, a Focus Area is considered to be in an Execution status if the intent is being fully acted on, and this intent is embedded into appropriate processes for strategic planning, concept development, resourcing or requirements determination.
7 The 2007 Army Posture Statement, available online at www.army.mil, provides specific examples of the Army’s accomplishments, mapped against each of the four overarching, interrelated strategies, in two periods of time: “Since 9-11” and “In 2006.”
The intent of the Focus Areas is reflected in the strategic initiatives that are the integral components of the Army’s four overarching, interrelated strategies (as depicted in figure 3). The Army is continuing its work to fully implement and deploy the Strategic Management System to provide a critical set of output-oriented metrics to measure Army-wide strategic performance (and to gauge progress in achieving each of the four overarching strategies). The Strategic Management System, now in the final stages of development under the supervision of the Deputy Under Secretary of the Army (Business Transformation), will provide an automated tool to allow the Army to:
• establish visibility, over the long term, of the many initiatives generated by the Focus Areas;
• create a comprehensive system of metrics to support assessment of Army-wide strategic progress;
• support senior leader decisionmaking in areas regarding resources, priorities, strategic communications and legislative engagement; and,
• improve its ability to articulate, advocate and build support for its requirements.
Changing an Army . . . Insights on Transformational Leadership
Through their actions, decisions and communi-cations, senior Army leaders have played a decisive role in causing the change now occurring across the Army. They have created intellectual energy, established strategic direction, encouraged initiative and overcome organizational inertia—all needed to establish transformational momentum. The Army will continue to undergo change to meet the needs of the nation in a constantly changing, extraordinarily complex security environment. In “thinking about change,” the actions and example of the Army’s senior leaders regarding the Focus Areas are instructive.
They performed four central functions:
• Made the transformation meaningful. Through carefully crafted communications, they estab-lished urgency, understanding and consensus on the need to transform. Through a variety of media (print, web, radio, television, conferences, briefings, face-to-face visits to Soldiers and com-manders in combat and at home stations, visits to all elements of the Army’s Operating and Generating Forces, meetings and every venue con-ceivable), they articulated the compelling need to “transform or die.” A few examples of the tools they used to communicate “the transformation story” (by leveraging world, military and American history; personal experiences and battlefield ob-servations; insights from sons and daughters in military service; knowledge of enemies and foreign cultures, etc.) include:9
Arrival Message, Chief of Staff, Army, August 2003.
Army Strategic Planning Guidance, “Relevant and Ready: The Way Ahead,” September 2003.
Army Transformation Roadmap, November 2003.David A. Fastabend and Robert H. Simpson, “The Imperative for a Culture of Innovation in the United States Army: Adapt or Die,” ARMY, February 2004.Army Campaign Plan, April 2004.Les Brownlee and Peter J. Schoomaker, “Serving a Nation at War: A Campaign Quality Army with Joint and Expeditionary Capabilities,” Parameters, June 2004.Army Game Plan, “Thinking Strategically: Advancing Army Objectives in 2005 and Beyond,” November 2004.Army Posture Statement, February 2005.
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8 In many ways, the Focus Areas have served to “catalyze” other initiatives, all generally focused on building a relevant and ready force and a campaign-quality force with joint and expeditionary capabilities.
9 These references, including Maintaining the Momentum of Army Focus Areas, 5 July 2005, will be available on the Army website at www.army.mil. These references provide a sampling of key documents, in chronological sequence, used to promote understanding and create momentum. There are countless other extraordinarily valuable examples.
9
Report of the Secretary of the Army’s Tran-sition Team, March 2005.Army Field Manual 1, The Army, June 2005.
• Exemplified desired mindsets and behaviors. Army leaders encouraged people to think about transformation as “a journey, not a destination.” This concept required people to escape bureau-cratic constraints and conceive new horizons (“stretch goals”) for activities. A sustained leader focus on innovation caused people to think about “why” versus “why not.” Clear examples of efforts to change prevailing mindsets included reinforcing emphasis on “jointness” and “capabilities based” planning across the Army. New interpretations of concepts such as “expeditionary” and “business transformation” were introduced and quickly took hold across the force. Perhaps the most significant example of efforts to encourage new outlooks involved the range of activities focused on developing leaders. Put simply, senior leaders recognized the need to better prepare all Army leaders and all Army organizations to adapt to the challenges they will face amidst the complexity of the evolving international security environment. Building upon the foundational idea that intellectual change precedes physical change, Army senior leadership is endeavoring to create pentathletes—versatile, mentally agile leaders skilled in many disciplines—who are able to think critically and creatively in dealing with new situations. The Army is now engaged in a “full-court press” to put in place new or revised systems to select, assign, develop, train and educate leaders who are better able to operate in the face of uncertainty. Senior Army leaders have also consistently reinforced the importance of teaching and rewarding “how to think,” not “what to think.”
• Built a unified, committed leadership team with a sustained transformational focus. The Army’s senior leaders have become increasingly unified in their effort to sustain the full range of the Army’s global commitments; transform the Department of the Army (both its operating and generating forces); and improve the quality of support
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»
provided to Soldiers, families and Army civilians. Reflecting the civil-military cooperation that has emerged at the department level (and withstood many tests in recent years), this unity of effort has greatly improved Army leaders’ internal and external communications. Their shared outlook and sustained focus on communicating the urgent need to transform have enhanced the Army’s strategic communications, media relations, legislative engagement and numerous interactions within the Department of Defense and other U.S. government agencies. The net effect of their ability “to tell the story and cause people to listen” has been steadily increasing levels of resources and support for Army transformation.
• Set in motion a process to change Army culture to reflect new realties. Transformation is fundamentally about causing organizations and people to do things in new, different or unique ways—usually by changing or reinforcing certain behaviors. When large, complex organizations pursue genuine transformational change, a true measure of their success is the ability of leaders to properly focus (and to reorient if needed) people’s attitudes, actions and beliefs—which guide behavior and establish the true operating culture of the organization. Army senior leaders have long recognized that an essential aspect of Soldier and leader preparation depends on the internalization of ideals such as those embraced within the Warrior Ethos. These ideals serve as a starting point to develop Soldiers’ confidence in themselves and in their units. These ideals reinforce their belief that they will be fully trained, properly equipped and well led. Moreover, these ideals help to assure them that they are capable of deploying anywhere, against any adversary, and successfully accomplishing their mission. The Warrior Ethos has also proven to be instru-mental to promoting a sense of resiliency across the force—a prerequisite for sustaining the will to fight a long war with a volunteer force. In simple terms, re-siliency is a measure of Soldier and leader tolerance of, and ability to operate in, ambiguous, adverse
10
conditions. The net effect of the renewed emphasis on the Warrior Ethos and instilling resiliency in Soldiers and leaders has been the strengthening of the Army’s professional, all-volunteer fighting force (whose members more fully embrace the organization’s desired ideals and values).Army senior leaders—military and civilian leaders of all grades across all components of the Army—have proven to be highly effective in modeling and reinforcing desired behaviors. As ever, Soldiers tell this story best, through their actions and through their words. Here are three examples of Soldiers living the values that give the Soldier’s Creed its special meaning (extracts of the Creed in parentheses):
“The Army’s been good to me. It’s given me a chance to be part of something bigger than myself.” Staff Sergeant Andrew S. McMann, a squad leader, while reenlisting in a medical facility in Iraq on 25 March 2007, just 48 hours after being wounded by an improvised explosive device in Ramadi. (I am a warrior and a member of a team. I serve the people of the United States and live the Army Values.)10
“The first time [you deploy into combat], you train and train and you can’t wait to fight. Then you conquer and come back a hero. But when you’ve been there, you have to muster new strength . . . and you prepare for the worst.” Sergeant Pedro Loureiro, a team leader, during preparation for deployment at Fort Stewart, Georgia, 20 March 2007. (I am disciplined and physically and mentally tough.)“I feel confident and at the same time appre-hensive about going to a place where people are trying to shoot at you.” Private First Class Kyler Boline, a rifleman, preparing to deploy for his first tour of duty in Iraq, also at Fort Stewart, 20 March 2007. (I am trained and proficient in my warrior tasks and drills. I am an American Soldier.)
»
»
»
In the words of the Army Chief of Staff, General Peter J. Schoomaker, in his final appearance before the Senate Armed Services Committee, “I am very proud of the Warrior Ethos that we have in the Army and how that has emerged in this fight. I just see our young men and women living it every day. I am very, very proud of that.”11
Perhaps the greatest accomplishment of the Army’s senior leaders—and the most vivid example of transformational progress—has been their success in fostering the development of a culture that embraces the professional values the institution prizes and understands the objective realities of the challenges facing the Army and the nation at this dangerous, pivotal time in history.
Moving Forward . . . Realizing the Army Vision
As the Army continues its work to accomplish its mission and to realize the Army Vision12 for the future force, its senior leaders must address core questions that will inform how the Army may have to adjust its strategic vectors to remain relevant and ready to meet the needs of the nation:
• What are the strategic requirements of the 21st century?
• What decisions must the Army make now to fulfill its Title 10 obligation to ensure that, as a vital component of America’s armed forces, it is best prepared to defend U.S. interests in the face of traditional, irregular, catastrophic and disruptive challenges?
• Are joint ground forces (Army, Marines and special operations forces) properly sized and structured to provide the capabilities needed to perform the missions the nation will require?
• What additional actions are required to ensure that Army forces are organized, manned, trained and equipped to be relevant to, and ready for, the challenges they will face?
10 The Soldier’s Creed is available at www.army.mil. At this site, readers will also find access to Army Values, the Noncommissioned Officer’s Creed and the Civilian Creed.
11 General Peter J. Schoomaker, Army Chief of Staff, before the Senate Appropriations Committee on Defense, 14 March 2007.
11
• How can the Army best prepare its leaders to become multi-skilled pentathletes able to operate with confidence amidst complexity and uncertainty?
• What will be the impact of protracted conflict on the All-Volunteer Force (Soldiers, families and Army civilians)? What combination of quality of life, compensation, incentives, service options, family programs and other tools will be required to recruit, retain and sustain the concept of the All-Volunteer Force for the future?
• How does the Army ensure that its physical infrastructure (of installations, depots, arsenals and the network that connects them) best supports its mission?
• How does the Army balance its resources to provide quality of life to sustain its volunteers;
maintain deployment facilities (air, ground, sea, rail, cargo and other facilities) to support combatant commanders’ timelines; and establish a training and education base to prepare Soldiers, leaders and Army civilians for the challenges they will face?
• How does the Army best leverage its human and financial resources to ensure that it remains the world’s preeminent landpower?
• How can the Army ensure that its culture remains aligned with the challenges and complexities it faces?
• How can the Army accelerate the momentum it has established in recent years, in all of these areas, to properly position the force for future?
12 A complete discussion of the Army Vision is available at www.army.mil or www.army.mil/aps/07.13 Rosabeth Moss Kanter, “Innovation: The Classic Traps,” Harvard Business Review, November 2006, p. 73.
12
Accelerating Through the Window of Opportunity
A Campaign-QualityArmy with Joint
and Expeditionary Capabilities
21stCentury
06 07 08 09 10 11
Future Force
Transform Arm
y
Sustain
Global Commitments
Figure 4
[All] too often . . . grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly disbanded. . . . Each generation embarks on the same enthusiastic quest . . . and faces the same challenge of overcoming innovation stiflers.
Rosabeth Moss Kanter, “Innovation: The Classic Traps”13
13
Maj
or F
ocus
Are
a A
ccom
plis
hmen
tsN
umbe
ran
d Ti
tle
Prop
onen
tIn
itia
l Gui
danc
eM
issi
on S
tate
men
tM
ajor
Acc
ompl
ishm
ents
1 T
he S
oldi
er
(Rei
nfor
ce
Cent
erpi
ece:
So
ldie
rs a
s W
arri
ors)
Trai
ning
and
D
octr
ine
Com
man
d (T
RAD
OC)
(A
TSH
-OTY
)Au
gust
200
3
Dev
elop
flex
ible
, ada
ptab
le
and
com
pete
nt S
oldi
ers
with
a
War
rior E
thos
.
Cond
uct h
olis
tic re
view
and
ana
lysi
s of
indi
vidu
al
Sold
ier,
inst
itutio
nal a
nd u
nit t
rain
ing,
equ
ippi
ng a
nd
read
ines
s ne
eds.
Mak
e re
com
men
datio
ns o
n W
arrio
r Sp
irit i
mpl
emen
tatio
n, s
uppo
rt o
f Sol
dier
as
a Sy
stem
, in
divi
dual
equ
ipm
ent a
nd tr
aini
ng n
eeds
.
• In
tegr
ated
War
rior T
asks
and
Bat
tle D
rills
into
Initi
al
Mili
tary
Tra
inin
g.•
Issu
ed R
apid
Fie
ldin
g In
itiat
ive
equi
pmen
t to
800,
000
Sold
iers
.•
Caus
ed re
stru
ctur
e of
indi
vidu
al a
nd c
olle
ctiv
e tr
aini
ng,
impr
ovin
g rig
or a
nd re
leva
nce.
2 T
he B
ench
(par
t of G
row
A
dapt
ive
Lead
ers)
TRA
DO
C (A
TWC-
SSI)
Augu
st 2
003
Prep
are
futu
re g
ener
atio
n of
se
nior
lead
ers.
Iden
tify
and
prep
are
sele
ct A
rmy
lead
ers
for k
ey p
ositi
ons
with
in jo
int,
inte
rage
ncy,
mul
tinat
iona
l an
d se
rvic
e or
gani
zatio
ns.
Iden
tify,
pre
pare
and
ass
ign
sele
ct A
rmy
lead
ers
for k
ey
posi
tions
with
in jo
int,
inte
rage
ncy,
mul
tinat
iona
l and
se
rvic
e or
gani
zatio
ns.
Inst
itutio
naliz
e sy
stem
s re
quire
d to
sus
tain
ass
ignm
ents
.
• D
evel
oped
and
fiel
ded
Arm
y-w
ide
Lead
er D
evel
opm
ent
Port
folio
.•
Rest
ruct
ured
Sen
ior E
xecu
tive
Serv
ice
man
agem
ent
syst
em.
• D
efine
d re
quire
men
ts fo
r Pen
tath
lete
.•
Ass
iste
d in
Rev
iew
of E
duca
tion,
Tra
inin
g an
d Le
ader
ship
an
d la
ter A
rmy
Lead
ers
for t
he 2
1st C
entu
ry (A
L21)
.
3 T
he N
etw
ork
(Dev
elop
La
ndW
arN
et
Ope
rati
onal
Ca
pabi
litie
s;
Dev
elop
the
Land
War
Net
In
stit
utio
nal
Infr
astr
uctu
re)
Info
rmat
ion
Ope
ratio
ns
CIO
/ G
-6
(SA
IS-Z
C)
Augu
st 2
003
Leve
rage
and
ena
ble
inte
rdep
ende
nt, n
etw
ork-
ce
ntric
war
fare
.
Task
For
ce N
etw
ork
will
ana
lyze
the
curr
ent n
etw
ork
from
the
top-
dow
n pe
rspe
ctiv
e an
d de
velo
p re
com
men
datio
ns to
incr
ease
Bat
tle C
omm
and
capa
bilit
y fo
r the
cur
rent
and
futu
re fo
rce
in jo
int,
inte
rage
ncy,
inte
rgov
ernm
enta
l and
mul
tuna
tiona
l (JI
IM)
full-
spec
trum
ope
ratio
ns. W
ill a
lso
reco
mm
end
a si
ngle
A
rmy
lead
for n
etw
ork
deve
lopm
ent,
and
repr
iorit
izat
ion
of n
etw
ork
deve
lopm
ents
that
will
acc
eler
ate
field
ing
capa
bilit
ies
to th
e cu
rren
t for
ce.
• D
esig
ned
War
fight
er In
form
atio
n N
etw
ork-
Tact
ical
.•
Intr
oduc
ed Jo
int N
etw
ork
Nod
e in
sup
port
of g
loba
l op
erat
ions
.•
Initi
ated
ana
lysi
s of
glo
bal i
nfor
mat
ion
infr
astr
uctu
re
requ
ired
for J
IIM.
4 Jo
int a
nd
Expe
diti
onar
y Ca
pabi
litie
s
(Bui
ld a
Cam
paig
n-Q
ualit
y Fo
rce
wit
h Jo
int a
nd
Expe
diti
onar
y Ca
pabi
litie
s)
TRA
DO
C (A
TFC-
E)
Augu
st 2
003
Reta
in c
ampa
ign
qual
ities
w
hile
dev
elop
ing
and
embe
ddin
g a
min
dset
in
to a
cap
abili
ties-
base
d A
rmy
prep
ared
to p
rovi
de
supp
ort t
o th
e co
mba
tant
co
mm
ande
r.
Dev
elop
an
actio
n pl
an to
cul
tivat
e a
cam
paig
n-qu
ality
A
rmy
with
a jo
int a
nd e
xped
ition
ary
min
dset
that
em
brac
es re
quire
men
ts fo
r mod
ular
, cap
abili
ties-
base
d A
rmy
forc
es to
ach
ieve
join
t int
erde
pend
ence
in s
uppo
rt
of c
omba
tant
com
man
der r
equi
rem
ents
.
• Es
tabl
ishe
d A
rmy
Capa
bilit
ies
Inte
grat
ion
Cent
er (A
RCIC
).•
Esta
blis
hed
Join
t Int
erde
pend
ency
Team
in T
RAD
OC.
• Es
tabl
ishe
d th
ree
Arm
y-ot
her s
ervi
ce b
oard
s fo
r joi
nt
inte
rdep
ende
nce
capa
bilit
y de
velo
pmen
t.•
Esta
blis
hed
join
t the
ater
logi
stic
s co
mm
and
for U
.S.
Forc
es-K
orea
.•
Publ
ishe
d A
rmy
whi
te p
aper
“Ser
ving
a N
atio
n at
War
: A
Ca
mpa
ign-
Qua
lity
Arm
y w
ith Jo
int a
nd E
xped
ition
ary
Capa
bilit
ies.”
Blue
text
in le
ft c
olum
n de
note
s th
e in
itiat
ive
on th
e A
rmy
Stra
tegy
Map
(figu
re 3
) whi
ch in
corp
orat
es th
is F
ocus
Are
a.
14
Maj
or F
ocus
Are
a A
ccom
plis
hmen
tsN
umbe
ran
d Ti
tle
Prop
onen
tIn
itia
l Gui
danc
eM
issi
on S
tate
men
tM
ajor
Acc
ompl
ishm
ents
5 A
ctiv
e Co
mpo
nent
(A
C) /
Rese
rve
Com
pone
nt (R
C)
Bala
nce
(par
t of S
uppo
rt
Glo
bal O
pera
tion
s w
ith
Rele
vant
and
Re
ady
Land
pow
er)
Ope
ratio
nsG
-3
(DA
MO
-FM
F)
Augu
st 2
003
Rede
sign
the
forc
e to
op
timiz
e th
e ac
tive
and
rese
rve
com
pone
nt m
ix
acro
ss th
e D
efen
se S
trat
egy
Rest
ruct
ure
the
forc
e to
ach
ieve
gre
ater
flex
ibili
ty
to re
spon
d to
con
tinge
ncie
s, de
crea
sing
th
e nu
mbe
r of i
nvol
unta
ry a
nd re
peat
ed
mob
iliza
tions
. Foc
us o
n “e
arly
resp
onde
r” (fi
rst
30 d
ays
of a
rapi
d re
spon
se o
pera
tion)
and
hig
h-
dem
and
units
.
• W
hen
com
plet
e in
Fis
cal Y
ear 2
013,
will
hav
e re
bala
nced
m
ore
than
116
,000
forc
e st
ruct
ure
spac
es to
opt
imiz
e av
aila
ble
man
pow
er:
App
roxi
mat
ely
73,0
00 to
war
d sk
ill s
et re
bala
nce.
App
roxi
mat
ely
43,0
00 in
ove
r-st
ruct
ure
elim
inat
ion
from
re
serv
e co
mpo
nent
.
» »
6 A
rmy
Mod
ular
For
ce
(par
t of S
uppo
rt
Glo
bal O
pera
tion
s w
ith
Rele
vant
and
Re
ady
Land
pow
er)
TRA
DO
C (A
TZL-
CST-
OP)
Augu
st 2
003
Crea
te m
odul
ar, c
apab
ilitie
s-ba
sed
unit
desi
gns.
Crea
te m
odul
ar, c
apab
ilitie
s-ba
sed
unit
desi
gns
that
ena
ble
grea
ter c
apac
ity fo
r rap
id p
acka
ging
an
d re
spon
sive
, sus
tain
ed e
mpl
oym
ent t
o pr
ovid
e re
leva
nt a
nd re
ady
forc
es to
sup
port
com
bata
nt
com
man
ders
.
Conv
erte
d 18
5 of
the
282
plan
ned
brig
ade
form
atio
ns.
Esta
blis
hed
Arm
y M
odul
ar F
orce
s Ed
ucat
ions
Team
s to
ass
ist
units
with
mod
ular
con
vers
ions
.D
evel
oped
num
erou
s m
odul
ar fo
rces
Inte
rim F
ield
Man
uals
. C
ompl
eted
Com
bine
d A
rms T
rain
ing
Stra
tegi
es fo
r Inf
antr
y an
d H
eavy
Brig
ade
Com
bat T
eam
s an
d M
odul
ar A
viat
ion
Brig
ades
.
• • • •
7 F
orce
Sta
biliz
atio
n
(Sta
biliz
e So
ldie
rs
and
Uni
ts to
Enh
ance
Co
hesi
on a
nd
Pred
icta
bilit
y)
Pers
onne
lG
-1
(DA
PE-Z
XS)
Augu
st 2
003
Ensu
re u
nit s
tabi
lity
and
cont
inui
ty a
nd p
rovi
de
pred
icta
bilit
y to
Sol
dier
s an
d th
eir f
amili
es.
Prov
ide
incr
ease
d le
vels
of s
tabi
lity
and
pred
icta
-bl
ity to
Sol
dier
s an
d fa
mili
es b
y im
plem
entin
g an
ar
ray
of tu
rbul
ence
-red
ucin
g m
anni
ng in
itiat
ives
th
at in
crea
se u
nit c
ohes
ion,
read
ines
s an
d de
ploy
-ab
ility
for a
n A
rmy
at w
ar; r
educ
e m
oves
; sta
biliz
e So
ldie
rs a
nd fa
mili
es; a
nd p
rovi
de th
e ba
sis
for
sync
hron
izin
g th
e So
ldie
r’s li
fecy
cle
man
agem
ent
to th
e un
it’s
oper
atio
nal c
ycle
in A
rmy
Forc
e G
ener
atio
n.
• In
tegr
ated
Life
Cyc
le M
anni
ng in
to th
e A
rmy
Cam
paig
n Pl
an.
•
Crea
ted
four
Life
Cyc
le M
anag
emen
t Com
man
ds.
•
Wro
te A
rmy
Regu
latio
n (A
R) 6
00-3
5 fo
r For
ce S
tabi
lizat
ion.
8 Co
mba
t Tra
inin
g Ce
nter
s / B
attl
e Co
mm
and
Trai
ning
Pr
ogra
m
(Enh
ance
the
Com
bat
Trai
ning
Cen
ters
)
TRA
DO
C (A
ZTL-
CTC
)
Augu
st 2
003
Refo
cus
role
s an
d m
issi
ons
of c
omba
t tra
inin
g ce
nter
s (C
TCs)
und
er c
ondi
tions
of
real
istic
JIIM
/Joi
nt
Ope
ratio
nal E
nviro
nmen
t (J
OE)
to p
rodu
ce d
ecis
ive,
se
lf-aw
are
and
adap
tive
units
and
lead
ers.
Dev
elop
a s
trat
egy
to re
focu
s th
e ro
les
and
mis
sion
s of
the
CTC
s un
der c
ondi
tions
of a
re
alis
tic JI
IM /J
OE
to p
rodu
ce d
ecis
ive,
sel
f-aw
are
and
adap
tive
units
and
lead
ers.
• Es
tabl
ishe
d sy
stem
s to
revi
ew a
nd m
easu
re C
TC
tran
sfor
mat
ion
and
perf
orm
ance
.•
Re
vise
d C
TC tr
aini
ng s
trat
egie
s to
bet
ter r
eplic
ate
the
cont
empo
rary
env
ironm
ent.
•
Crea
ted
new
and
enh
ance
d M
OU
T tr
aini
ng s
ites
to b
ette
r re
plic
ate
curr
ent o
pera
tiona
l env
ironm
ents
and
com
plex
te
rrai
n.•
D
evel
opin
g ex
port
able
cap
abili
ty to
take
trai
ning
to u
nits
.
9 L
eade
r D
evel
opm
ent a
nd
Educ
atio
n
(Gro
w A
dapt
ive
Lead
ers)
TRA
DO
C (A
TZL-
SWC)
Augu
st 2
003
Trai
n an
d ed
ucat
e A
rmy
mem
bers
of t
he jo
int t
eam
.Pr
opos
e a
stra
tegy
and
impl
emen
tatio
n pl
an to
dev
elop
lead
ers
with
the
right
mix
of
uni
t exp
erie
nce,
trai
ning
, edu
catio
n an
d se
lf-de
velo
pmen
t to
mee
t cur
rent
and
futu
re
lead
ersh
ip re
quire
men
ts.
Crea
ted
AL2
1.Re
desi
gned
Civ
ilian
Edu
catio
n Sy
stem
.Re
desi
gned
War
rant
Offi
cer E
duca
tion
Syst
em.
Impl
emen
ted
Inte
rmed
iate
Lev
el E
duca
tion
to re
plac
e Co
mm
and
and
Gen
eral
Sta
ff Co
llege
.Re
desi
gned
Adv
ance
d an
d Ba
sic
Non
com
mis
sion
ed O
ffice
r Co
urse
s an
d Se
rgea
nts
Maj
or A
cade
my.
Impl
emen
ted
War
riors
Lea
ders
Cou
rse—
a re
desi
gn o
f the
Pr
imar
y Le
ader
ship
Dev
elop
men
t Lea
ders
hip
Cour
se.
Dev
elop
ed th
e Jo
int F
orce
s La
nd C
ompo
nent
Com
man
der
cour
se a
t the
Arm
y W
ar C
olle
ge fo
r gen
eral
offi
cers
.
• • • • • • •
15
Maj
or F
ocus
Are
a A
ccom
plis
hmen
tsN
umbe
ran
d Ti
tle
Prop
onen
tIn
itia
l Gui
danc
eM
issi
on S
tate
men
tM
ajor
Acc
ompl
ishm
ents
5 A
ctiv
e Co
mpo
nent
(A
C) /
Rese
rve
Com
pone
nt (R
C)
Bala
nce
(par
t of S
uppo
rt
Glo
bal O
pera
tion
s w
ith
Rele
vant
and
Re
ady
Land
pow
er)
Ope
ratio
nsG
-3
(DA
MO
-FM
F)
Augu
st 2
003
Rede
sign
the
forc
e to
op
timiz
e th
e ac
tive
and
rese
rve
com
pone
nt m
ix
acro
ss th
e D
efen
se S
trat
egy
Rest
ruct
ure
the
forc
e to
ach
ieve
gre
ater
flex
ibili
ty
to re
spon
d to
con
tinge
ncie
s, de
crea
sing
th
e nu
mbe
r of i
nvol
unta
ry a
nd re
peat
ed
mob
iliza
tions
. Foc
us o
n “e
arly
resp
onde
r” (fi
rst
30 d
ays
of a
rapi
d re
spon
se o
pera
tion)
and
hig
h-
dem
and
units
.
• W
hen
com
plet
e in
Fis
cal Y
ear 2
013,
will
hav
e re
bala
nced
m
ore
than
116
,000
forc
e st
ruct
ure
spac
es to
opt
imiz
e av
aila
ble
man
pow
er:
App
roxi
mat
ely
73,0
00 to
war
d sk
ill s
et re
bala
nce.
App
roxi
mat
ely
43,0
00 in
ove
r-st
ruct
ure
elim
inat
ion
from
re
serv
e co
mpo
nent
.
» »
6 A
rmy
Mod
ular
For
ce
(par
t of S
uppo
rt
Glo
bal O
pera
tion
s w
ith
Rele
vant
and
Re
ady
Land
pow
er)
TRA
DO
C (A
TZL-
CST-
OP)
Augu
st 2
003
Crea
te m
odul
ar, c
apab
ilitie
s-ba
sed
unit
desi
gns.
Crea
te m
odul
ar, c
apab
ilitie
s-ba
sed
unit
desi
gns
that
ena
ble
grea
ter c
apac
ity fo
r rap
id p
acka
ging
an
d re
spon
sive
, sus
tain
ed e
mpl
oym
ent t
o pr
ovid
e re
leva
nt a
nd re
ady
forc
es to
sup
port
com
bata
nt
com
man
ders
.
Conv
erte
d 18
5 of
the
282
plan
ned
brig
ade
form
atio
ns.
Esta
blis
hed
Arm
y M
odul
ar F
orce
s Ed
ucat
ions
Team
s to
ass
ist
units
with
mod
ular
con
vers
ions
.D
evel
oped
num
erou
s m
odul
ar fo
rces
Inte
rim F
ield
Man
uals
. C
ompl
eted
Com
bine
d A
rms T
rain
ing
Stra
tegi
es fo
r Inf
antr
y an
d H
eavy
Brig
ade
Com
bat T
eam
s an
d M
odul
ar A
viat
ion
Brig
ades
.
• • • •
7 F
orce
Sta
biliz
atio
n
(Sta
biliz
e So
ldie
rs
and
Uni
ts to
Enh
ance
Co
hesi
on a
nd
Pred
icta
bilit
y)
Pers
onne
lG
-1
(DA
PE-Z
XS)
Augu
st 2
003
Ensu
re u
nit s
tabi
lity
and
cont
inui
ty a
nd p
rovi
de
pred
icta
bilit
y to
Sol
dier
s an
d th
eir f
amili
es.
Prov
ide
incr
ease
d le
vels
of s
tabi
lity
and
pred
icta
-bl
ity to
Sol
dier
s an
d fa
mili
es b
y im
plem
entin
g an
ar
ray
of tu
rbul
ence
-red
ucin
g m
anni
ng in
itiat
ives
th
at in
crea
se u
nit c
ohes
ion,
read
ines
s an
d de
ploy
-ab
ility
for a
n A
rmy
at w
ar; r
educ
e m
oves
; sta
biliz
e So
ldie
rs a
nd fa
mili
es; a
nd p
rovi
de th
e ba
sis
for
sync
hron
izin
g th
e So
ldie
r’s li
fecy
cle
man
agem
ent
to th
e un
it’s
oper
atio
nal c
ycle
in A
rmy
Forc
e G
ener
atio
n.
• In
tegr
ated
Life
Cyc
le M
anni
ng in
to th
e A
rmy
Cam
paig
n Pl
an.
•
Crea
ted
four
Life
Cyc
le M
anag
emen
t Com
man
ds.
•
Wro
te A
rmy
Regu
latio
n (A
R) 6
00-3
5 fo
r For
ce S
tabi
lizat
ion.
8 Co
mba
t Tra
inin
g Ce
nter
s / B
attl
e Co
mm
and
Trai
ning
Pr
ogra
m
(Enh
ance
the
Com
bat
Trai
ning
Cen
ters
)
TRA
DO
C (A
ZTL-
CTC
)
Augu
st 2
003
Refo
cus
role
s an
d m
issi
ons
of c
omba
t tra
inin
g ce
nter
s (C
TCs)
und
er c
ondi
tions
of
real
istic
JIIM
/Joi
nt
Ope
ratio
nal E
nviro
nmen
t (J
OE)
to p
rodu
ce d
ecis
ive,
se
lf-aw
are
and
adap
tive
units
and
lead
ers.
Dev
elop
a s
trat
egy
to re
focu
s th
e ro
les
and
mis
sion
s of
the
CTC
s un
der c
ondi
tions
of a
re
alis
tic JI
IM /J
OE
to p
rodu
ce d
ecis
ive,
sel
f-aw
are
and
adap
tive
units
and
lead
ers.
• Es
tabl
ishe
d sy
stem
s to
revi
ew a
nd m
easu
re C
TC
tran
sfor
mat
ion
and
perf
orm
ance
.•
Re
vise
d C
TC tr
aini
ng s
trat
egie
s to
bet
ter r
eplic
ate
the
cont
empo
rary
env
ironm
ent.
•
Crea
ted
new
and
enh
ance
d M
OU
T tr
aini
ng s
ites
to b
ette
r re
plic
ate
curr
ent o
pera
tiona
l env
ironm
ents
and
com
plex
te
rrai
n.•
D
evel
opin
g ex
port
able
cap
abili
ty to
take
trai
ning
to u
nits
.
9 L
eade
r D
evel
opm
ent a
nd
Educ
atio
n
(Gro
w A
dapt
ive
Lead
ers)
TRA
DO
C (A
TZL-
SWC)
Augu
st 2
003
Trai
n an
d ed
ucat
e A
rmy
mem
bers
of t
he jo
int t
eam
.Pr
opos
e a
stra
tegy
and
impl
emen
tatio
n pl
an to
dev
elop
lead
ers
with
the
right
mix
of
uni
t exp
erie
nce,
trai
ning
, edu
catio
n an
d se
lf-de
velo
pmen
t to
mee
t cur
rent
and
futu
re
lead
ersh
ip re
quire
men
ts.
Crea
ted
AL2
1.Re
desi
gned
Civ
ilian
Edu
catio
n Sy
stem
.Re
desi
gned
War
rant
Offi
cer E
duca
tion
Syst
em.
Impl
emen
ted
Inte
rmed
iate
Lev
el E
duca
tion
to re
plac
e Co
mm
and
and
Gen
eral
Sta
ff Co
llege
.Re
desi
gned
Adv
ance
d an
d Ba
sic
Non
com
mis
sion
ed O
ffice
r Co
urse
s an
d Se
rgea
nts
Maj
or A
cade
my.
Impl
emen
ted
War
riors
Lea
ders
Cou
rse—
a re
desi
gn o
f the
Pr
imar
y Le
ader
ship
Dev
elop
men
t Lea
ders
hip
Cour
se.
Dev
elop
ed th
e Jo
int F
orce
s La
nd C
ompo
nent
Com
man
der
cour
se a
t the
Arm
y W
ar C
olle
ge fo
r gen
eral
offi
cers
.
• • • • • • •
Maj
or F
ocus
Are
a A
ccom
plis
hmen
tsN
umbe
ran
d Ti
tle
Prop
onen
tIn
itia
l Gui
danc
eM
issi
on S
tate
men
tM
ajor
Acc
ompl
ishm
ents
10 A
rmy
Avi
atio
n
(Res
truc
ture
Arm
y A
viat
ion)
G-3
(DA
MO
-AV
)
Augu
st 2
003
Cond
uct a
hol
istic
revi
ew o
f A
rmy
Avia
tion
and
its ro
le o
n th
e jo
int b
attle
field
.
Arm
y Av
iatio
n as
cap
abili
ties-
base
d m
aneu
ver
arm
opt
imiz
ed fo
r the
join
t figh
t; lo
gist
ics
tail
shor
tene
d.
Equi
pped
all
Ope
ratio
n Ira
qi F
reed
om a
nd O
pera
tion
Endu
ring
Free
dom
airc
raft
with
airc
raft
sur
viva
bilit
y eq
uipm
ent.
Publ
ishe
d m
ore
than
100
rede
sign
ed A
viat
ion
Mod
ified
Tab
les
of O
rgan
izat
ion
and
Equi
pmen
t for
div
isio
nal a
nd c
orps
Av
iatio
n Br
igad
es.
Impl
emen
ted
Flig
ht S
choo
l XXI
for I
nitia
l Ent
ry R
otar
y W
ing
stud
ents
.M
odul
ar c
onve
rsio
n of
Com
bat A
viat
ion
Brig
ades
in A
C an
d RC
.Cr
eate
d m
ultif
unct
iona
l Avi
atio
n Br
igad
es.
Expa
nded
Arm
y Sp
ecia
l Ope
ratio
ns A
viat
ion.
• • • • • •
11 F
lags
hips
of
Read
ines
s
(Adj
ust G
loba
l Fo
otpr
int t
o cr
eate
“F
lags
hips
of
Read
ines
s”
Inst
alla
tion
Man
agem
ent
(ACS
IM)
(DA
IM-Z
S)
Augu
st 2
003
Enha
nce
inst
alla
tions
’ ab
ility
to p
roje
ct p
ower
and
su
ppor
t fam
ilies
.
Crea
te p
ower
-pro
ject
ion
plat
form
s w
ith ro
bust
re
ach-
back
cap
abili
ties;
inst
alla
tions
sup
port
wel
l-be
ing
of d
eply
ed S
oldi
ers
and
thei
r fam
ilies
.
Crea
ted
the
Inst
alla
tion
Mas
ter P
lann
ing
Task
For
ce to
in
tegr
ate
com
bine
d st
atio
ning
effe
cts
of B
ase
Real
ignm
ent
and
Clos
ure,
Inte
grat
ed G
loba
l Pos
ition
ing
and
Basi
ng S
trat
egy
(IGPB
S) a
nd A
rmy
Mod
ular
For
ce in
itiat
ives
.Cr
eate
d th
e In
stal
latio
n M
anag
emen
t Age
ncy.
Stan
dard
ized
inst
alla
tion
orga
niza
tions
, ins
talla
tion
desi
gns
and
reso
urce
allo
catio
ns.
Dev
elop
ed th
e IG
PBS.
• • • •
12 C
urre
nt to
Fut
ure
Forc
e
(par
t of B
uild
a
Cam
paig
n-Q
ualit
y Fo
rce
wit
h Jo
int
and
Expe
diti
onar
y Ca
pabi
litie
s)
TRA
DO
C
(A
TFC-
DO
)
Augu
st 2
003
Acce
lera
ting
field
ing
of s
elec
ted
futu
re fo
rce
capa
bilit
ies
to e
nhan
ce
effec
tiven
ess
of th
e cu
rren
t fo
rce.
Fram
e A
rmy
Tran
sfor
mat
ion
with
in th
e co
ntex
t of
con
stan
t cha
nge.
Pro
vide
for t
he a
ccel
erat
ed
field
ing
of s
elec
t fut
ure
forc
e ca
pabi
litie
s to
en
able
the
enha
ncem
ent o
f the
cur
rent
forc
e.
Crea
ted
ARC
IC.
Crea
ted
the
Arm
y Ev
alua
tion
Task
For
ce u
nder
TRA
DO
C to
test
Fu
ture
Com
bat S
yste
ms
and
othe
r new
tech
nolo
gies
.Im
prov
ed q
ualit
y of
cap
abili
ty d
evel
opm
ents
thro
ugh
curr
ent
forc
e ca
pabi
lity
gap
anal
ysis
.U
tiliz
ed th
e Co
unte
r-Ro
cket
Art
iller
y M
orta
r ini
tiativ
e to
stu
dy,
capt
ure
and
docu
men
t pro
cess
es to
inst
itutio
naliz
e ra
pid
capa
bilit
y de
velo
pmen
t.Cr
eate
d th
e Ra
pid
Equi
ppin
g Fo
rce
prog
ram
.
• • • • •
13 R
esou
rce
Proc
esse
s
(par
t of I
mpl
emen
t Bu
sine
ss
Tran
sfor
mat
ion
init
iati
ves)
Prog
ram
sG
-8
(DA
PR-D
P)
Augu
st 2
003
Rede
sign
reso
urce
pro
cess
es
to b
e fle
xibl
e, re
spon
sive
and
ac
cele
rate
d to
sup
port
an
Arm
y at
war
.
Com
mit
“rig
ht” r
esou
rces
into
ste
war
dshi
p of
com
man
ders
whe
n ne
eded
; see
k w
ays
to
incr
ease
cor
pora
te re
sour
cing
flex
ibili
ty; a
nd
incr
ease
nea
r-te
rm re
sour
cing
resp
onsi
vene
ss
for c
urre
nt o
pera
tiona
l req
uire
men
ts a
s pa
rt o
f a
proc
ess
alig
ned
and
nest
ed w
ith D
epar
tmen
t of
Def
ense
Pla
nnin
g, P
rogr
amm
ing,
Bud
get a
nd
Exec
utio
n (P
PBE)
pro
cess
, to
supp
ort c
omba
tant
co
mm
ande
rs a
nd a
n A
rmy
at w
ar—
toda
y an
d in
th
e fu
ture
.
Upd
ated
AR-
11 fo
r PPB
E fo
r mor
e re
spon
sive
and
ope
ratio
nally
fo
cuse
d de
cisi
onm
akin
g.A
ligne
d re
sour
ces
and
requ
irem
ents
with
the
Arm
y Ca
mpa
ign
Plan
.En
hanc
ed th
e Te
chni
cal G
uida
nce
Mem
oran
dum
• • •
14 S
trat
egic
Co
mm
unic
atio
ns
(Enh
ance
Str
ateg
ic
Com
mun
icat
ion)
Publ
ic A
ffairs
(OCP
A)
(SA
PA-Z
DA
)
Augu
st 2
003
Tell
the
Arm
y st
ory
so
that
the
Arm
y’s
rele
vanc
e an
d di
rect
ion
are
clea
rly
unde
rsto
od a
nd s
uppo
rted
.
Crea
te a
pro
cess
to c
onve
y A
rmy
stra
tegi
c th
emes
an
d m
essa
ges
to in
tern
al a
nd e
xter
nal a
udie
nces
; en
gage
dec
isio
nmak
ers
and
opin
ion
lead
ers;
and
as
sess
and
adj
ust t
hem
es, m
essa
ges
and
met
hods
as
requ
ired
in o
rder
to h
ave
the
Arm
y’s
rele
vanc
e an
d di
rect
ion
clea
rly u
nder
stoo
d an
d su
ppor
ted.
Esta
blis
hed
a Co
llabo
rativ
e Pl
anni
ng G
roup
to s
ynch
roni
ze th
e Ch
ief,
Publ
ic A
ffairs
(OCP
A),
Chie
f, Le
gisl
ativ
e Li
asio
n, E
xecu
tive
Stra
tegy
Gro
up a
nd In
itiat
ives
gro
ups
acro
ss th
e A
rmy
Staff
.Re
orga
nize
d O
CPA
with
incr
ease
d ro
les
and
resp
onsi
bilit
ies.
Crea
ted
the
Sold
ier M
edia
Cen
ter,
cons
olid
atin
g A
rmy
med
ia
reso
urce
s.
• • •
16
Maj
or F
ocus
Are
a A
ccom
plis
hmen
tsN
umbe
ran
d Ti
tle
Prop
onen
tIn
itia
l Gui
danc
eM
issi
on S
tate
men
tM
ajor
Acc
ompl
ishm
ents
15 A
utho
riti
es,
Resp
onsi
bilit
ies
and
Acc
ount
abili
ty
Dire
ctor
,A
rmy
Staff
(DA
S)
(DAC
S-ZD
V-ES
G)
Augu
st 2
003
Clar
ify ro
les
and
divi
de
auth
ority
in e
ffect
ive
way
s to
rem
ain
agile
and
fle
xibl
e w
hile
ens
urin
g ac
coun
tabi
lity
for r
esul
ts.
Dev
elop
aut
horit
ies,
resp
onsi
bilit
ies
and
clar
ify
acco
unta
bilit
y fo
r tra
nsfo
rmat
ion
com
man
d an
d co
ntro
l, re
quire
men
ts a
nd a
cqui
sitio
n pr
oces
ses,
and
orga
niza
tiona
l rel
atio
nshi
ps.
Revi
sed
Gen
eral
Ord
er 3
(Hea
dqua
rter
s, D
epar
tmen
t of
the
Arm
y [H
QD
A] R
espo
nsib
ilitie
s); A
R 10
-5 re
scin
ded
in
Dec
embe
r 200
5.Re
alig
ned
Arm
y Co
mm
and
Stru
ctur
e (A
rmy
Com
man
ds,
Arm
y Se
rvic
e Co
mpo
nent
Com
man
d an
d D
irect
Re
port
ing
Uni
t).
Dev
elop
ed th
e A
rmy
Stra
tegy
Map
as
a pe
rfor
man
ce
mea
sure
men
t and
ass
essm
ent s
yste
m (B
alan
ced
Scor
ecar
d).
Faci
litat
ing
impl
emen
tatio
n of
the
Stra
tegi
c M
anag
emen
t Sys
tem
.
• • • •
16 A
ctio
nabl
e In
telli
genc
e
(par
t of B
uild
a
Cam
paig
n-Q
ualit
y Fo
rce
wit
h Jo
int
and
Expe
diti
onar
y Ca
pabi
litie
s)
Inte
llige
nce
G-2
(DA
MI-O
P)
Oct
ober
200
3
Prov
ide
com
man
ders
an
d So
ldie
rs w
ith a
hig
h le
vel o
f sha
red
situ
atio
nal
unde
rsta
ndin
g, d
eliv
ered
w
ith th
e sp
eed,
acc
urac
y an
d tim
elin
ess
nece
ssar
y to
ope
rate
at t
heir
high
est
pote
ntia
l and
con
duct
su
cces
sful
ope
ratio
ns.
Rede
fine
inte
llige
nce,
inst
illin
g an
Arm
y-w
ide
cultu
re a
nd m
inds
et th
at e
very
Sol
dier
is a
se
nsor
whi
le ra
pidl
y im
plem
entin
g a
virt
ual
ente
rpris
e sy
stem
whi
ch p
rovi
des
inte
llige
nce
to c
omm
ande
rs a
nd S
oldi
ers
with
the
spee
d,
accu
racy
and
con
fiden
ce to
impa
ct c
urre
nt a
nd
futu
re o
pera
tions
.
Rede
sign
ed to
a m
odul
ar m
ilita
ry in
telli
genc
e (M
I) fo
rce
at b
rigad
e, d
ivis
ion
and
corp
s le
vels
.D
evel
oped
Dis
trib
uted
Com
mon
Gro
und
Syst
em-A
rmy.
Esta
blis
hed
Join
t Int
ellig
ence
Ope
ratio
ns C
apab
ility
-Iraq
.Es
tabl
ishe
d In
form
atio
n D
omin
ance
Cen
ter f
or C
entr
al
Com
man
d.G
row
ing
the
MI M
ilita
ry O
ccup
atio
nal S
peci
alty
(MO
S)
ends
tren
gth
by m
ore
than
7,0
00 b
illet
s.Cr
eate
d th
e Ev
ery
Sold
ier i
s a
Sens
or i
nitia
tive.
Incr
easi
ng h
uman
inte
llige
nce
(HU
MIN
T) c
apab
ilitie
s an
d ad
ding
mor
e th
an 3
,000
HU
MIN
T M
OS
Sold
iers
to th
e fo
rce.
• • • • • • •
17 L
ogis
tics
(par
t of B
uild
a
Cam
paig
n-Q
ualit
y Fo
rce
wit
h Jo
int
and
Expe
diti
onar
y Ca
pabi
litie
s)
Logi
stic
sG
-4
(DA
LO-S
SW)
Mar
ch 2
004
Crea
te a
n in
tegr
ated
lo
gist
ics
capa
bilit
y th
at
is s
ingu
larly
resp
onsi
ble,
re
spon
sive
and
ada
ptiv
e fo
r en
d-to
-end
sus
tain
men
t to
a jo
int f
orce
com
man
der
acro
ss th
e sp
ectr
um o
f co
nflic
t.
Dev
elop
a jo
int l
ogis
tics
conc
ept a
nd
impl
emen
tatio
n st
rate
gy, n
este
d w
ith
inte
rdep
ende
nt jo
int l
ogis
tics
stru
ctur
es th
at
supp
ort t
he fu
ll ra
nge
of m
ilita
ry o
pera
tions
at
all
leve
ls (s
trat
egic
, ope
ratio
nal a
nd ta
ctic
al)
cons
iste
nt w
ith th
e Jo
int O
pera
tions
Con
cept
. Th
is in
clud
es a
resp
onsi
ve lo
gist
ics
infr
astr
uctu
re
with
sim
ulta
neou
s D
eplo
ymen
t, Em
ploy
men
t an
d Su
stai
nmen
t cap
abili
ties
at th
e st
rate
gic
and
oper
atio
nal l
evel
s, co
mpl
emen
ted
by a
sin
gle
inte
grat
ed a
nd re
spon
sive
end
-to-
end
dist
ribut
ion
syst
em.
Dev
elop
ed th
e Th
eate
r Sus
tain
men
t Com
man
d/Ex
pedi
-tio
nary
Sus
tain
men
t Com
man
d, a
sin
gle
logi
stic
s co
m-
man
d an
d co
ntro
l str
uctu
re fo
r a th
eate
r of o
pera
tions
.Cr
eate
d ne
w m
odul
ar c
omba
t ser
vice
sup
port
(CSS
) uni
t de
sign
to s
uppo
rt m
odul
ar o
rgan
izat
ions
.Es
tabl
ishe
d th
e Jo
int M
uniti
ons
Com
man
d to
man
age
mun
ition
s fo
r all
serv
ices
.D
evel
oped
a C
SS a
utom
atio
n an
d co
mm
unic
atio
ns
arch
itect
ure
of fo
ur in
tero
pera
ble
syst
ems:
Com
bat
Serv
ice
Supp
ort A
utom
ated
Info
rmat
ion
Syst
em
Inte
rfac
e/Ve
ry S
mal
l Ape
rtur
e Te
rmin
al, P
rope
rty
Book
U
nit S
uppl
y En
hanc
ed, U
nit L
evel
Log
istic
s Sy
stem
-Av
iatio
n En
hanc
ed a
nd T
rans
port
atio
n Co
ordi
nato
rs’
Auto
mat
ed In
form
atio
n fo
r Mov
emen
t II.
• • • •
17
Maj
or F
ocus
Are
a A
ccom
plis
hmen
tsN
umbe
ran
d Ti
tle
Prop
onen
tIn
itia
l Gui
danc
eM
issi
on S
tate
men
tM
ajor
Acc
ompl
ishm
ents
18 I
mpr
ove
Capa
bilit
ies
for H
omel
and
Def
ense
(par
t of B
uild
a
Cam
paig
n-Q
ualit
y Fo
rce
wit
h Jo
int a
nd
Expe
diti
onar
y Ca
pabi
litie
s)
G-3
(DA
MO
-SIF
)
Janu
ary
2005
Mak
e re
com
men
datio
ns fo
r the
de
velo
pmen
t and
impl
emen
tatio
n of
so
lutio
ns to
impr
ove
HQ
DA
ove
rsig
ht
of H
omel
and
Def
ense
; dev
elop
a
reco
mm
enda
tion
for t
he a
ppro
pria
te
man
ning
of m
ilita
ry a
nd n
onm
ilita
ry
Hom
elan
d D
efen
se o
rgan
izat
ions
; and
an
alyz
e th
e fe
asib
ility
and
impl
icat
ions
of a
fu
lly fu
nctio
nal A
rmy
Serv
ice
Com
pone
nt
Com
man
d fo
r U.S
. Nor
ther
n Co
mm
and.
Iden
tify
curr
ent A
rmy
cont
ribut
ions
to
Hom
elan
d D
efen
se, a
ny p
ossi
ble
gaps
or
shor
tfal
ls in
cur
rent
Arm
y ca
pabi
litie
s an
d co
ntrib
utio
ns to
the
join
t for
ce in
ord
er to
im
prov
e A
rmy
cont
ribut
ions
to H
omel
and
Def
ense
.
Dev
elop
ing
optio
ns a
nd A
rmy
capa
bilit
ies
to
resp
ond
to c
ivil
auth
oriti
es fo
r a C
hem
ical
, Bio
logi
cal,
Radi
olog
ical
, Nuc
lear
, Hig
h-Yi
eld
Expl
osiv
es e
vent
.D
evel
opin
g gr
ound
-bas
ed a
ir de
fens
e ca
pabi
litie
s to
ad
dres
s lo
ng-t
erm
str
ateg
ic a
nd im
med
iate
tact
ical
th
reat
s.A
ssis
ting
G-2
with
impr
ovin
g co
unte
r-in
telli
genc
e an
d in
form
atio
n-sh
arin
g ca
pabi
litie
s w
ithin
Arm
y m
issi
ons
in s
uppo
rt o
f Hom
elan
d D
efen
se.
• • •
19 I
mpr
ove
Profi
cien
cies
A
gain
st Ir
regu
lar
Chal
leng
es
(par
t of T
rain
So
ldie
rs; G
row
A
dapt
ive
Lead
ers)
G-3
(D
AM
O-S
SO)
Janu
ary
2005
Dev
elop
a m
ore
soph
istic
ated
un
ders
tand
ing
of th
e im
plic
atio
ns o
f th
e irr
egul
ar c
halle
nge
envi
ronm
ent
at th
e op
erat
iona
l and
str
ateg
ic le
vels
; an
d, th
roug
h in
crea
sed
vers
atili
ty a
nd
agili
ty, a
chie
ve th
e sa
me
effec
tiven
ess
in a
ddre
ssin
g irr
egul
ar c
halle
nges
as
for
trad
ition
al o
pera
tions
. Fur
ther
mor
e, o
utlin
e th
e in
telle
ctua
l and
cul
tura
l com
mitm
ent
requ
ired
to e
ffect
ivel
y co
mba
t irr
egul
ar
chal
leng
es.
Det
erm
ine
requ
ired
chan
ges
and
addi
tions
to
Arm
y ca
paci
ties,
and
iden
tify
emer
ging
issu
es
and
polic
y al
tern
ativ
es th
at a
ddre
ss ir
regu
lar
chal
leng
es.
Esta
blis
hed
the
Asy
mm
etric
War
fare
Gro
up.
Incr
ease
d an
d en
hanc
ed la
ngua
ge tr
aini
ng in
resi
dent
, no
nres
iden
t and
dis
tanc
e le
arni
ng c
ours
es.
Adde
d cu
ltura
l aw
aren
ess
trai
ning
to a
ll Pr
ofes
sion
al
Mili
tary
Edu
catio
n co
urse
s.Cr
eate
d In
tera
genc
y Ca
dre.
Incr
easi
ng c
onve
ntio
nal A
rmy
abili
ty to
trai
n fo
reig
n se
curit
y fo
rces
.
• • • • •
20 I
mpr
ove
Capa
bilit
ies
for S
tabi
lity
Ope
rati
ons
(par
t of B
uild
a
Cam
paig
n-Q
ualit
y Fo
rce
wit
h Jo
int a
nd
Expe
diti
onar
y Ca
pabi
litie
s)
G-3
(D
AM
O-S
SO)
Janu
ary
2005
Iden
tify
and
impl
emen
t ini
tiativ
es to
in
crea
se A
rmy
capa
bilit
ies
to p
lan
and
cond
uct s
tabi
lity
oper
atio
ns in
a JI
IM
cont
ext.
Det
erm
ine
requ
irem
ents
for A
rmy
Stab
ility
an
d Re
cons
truc
tion
Ope
ratio
ns c
apab
ilitie
s an
d id
entif
y ga
ps in
cur
rent
cap
abili
ties
in o
rder
to id
entif
y in
itiat
ives
to in
crea
se
the
Arm
y’s
capa
bilit
y an
d ca
paci
ty to
pla
n an
d co
nduc
t Sta
bilit
y an
d Re
cons
truc
tion
Ope
ratio
ns in
a jo
int,
inte
rage
ncy
and
mul
tinat
iona
l env
ironm
ent.
Crea
ted
the
Arm
y St
abili
ty O
pera
tions
Offi
ce (D
AM
O-
SSO
).In
tegr
ated
Civ
il A
ffairs
(CA
) and
Psy
chol
ogic
al
Ope
ratio
ns (P
SYO
P) fo
rces
into
Mod
ular
For
ce
stru
ctur
e.U
pdat
ing
key
doct
rinal
refe
renc
es to
bet
ter a
ddre
ss
Stab
ility
Ope
ratio
ns (e
xam
ple:
Fie
ld M
anua
l 3-0
, Operatio
ns).
Dev
elop
ing
Info
rmat
ion
Ope
ratio
ns d
octr
ine
to m
ore
effec
tivel
y in
tegr
ate
CA a
nd P
SYO
P.Im
prov
ing
cont
ract
ing
auth
oriti
es fo
r fiel
d co
mm
ande
rs.
• • • • •
Blue
text
in le
ft c
olum
n de
note
s th
e in
itiat
ive
on th
e A
rmy
Stra
tegy
Map
(figu
re 3
) whi
ch in
corp
orat
es th
is F
ocus
Are
a.
18
About the authors . . .Colonel Mark D. Rocke leads the Executive Office of the Headquarters Strategy Group, which supports the Army’s senior leaders by developing such key documents as the Army Posture Statement and the Army Game Plan. He directs numerous strategic initiatives with a view to integrating ideas and communicating on an Army-wide basis. A graduate of the United States Military Academy, he holds Master’s Degrees from Harvard University and the National War College.Lieutenant Colonel David P. Fitchitt, a Strategic Planner in the Executive Strategy Group, is responsible for providing Army-level oversight and analysis of the Focus Areas for the Army’s senior leadership. He has also conducted numerous analyses and developed strategies with respect to training, leader development and a range of communications initiatives. A graduate of Washington State University, he holds a Master’s Degree from Central Michigan University.
19
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