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Army Operating Concept and Force 2025 & Beyond

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Presentation on theme: "Army Operating Concept and Force 2025 & Beyond"— Presentation transcript:

1 Army Operating Concept and Force 2025 & Beyond
Welcome to the United States Army Training and Doctrine Command, General David G. Perkins Commanding General David G. Perkins Commanding General U. S. Army Training and Doctrine Command 11 September 2014

2 AirLand Battle Doctrine
“AirLand Battle doctrine describes the Army’s Approach to generating and applying combat power at the operational and tactical levels.” FM 100-5, May 1986

3 A Unifying Concept for the Future
AirLand Battle: Fight outnumbered, and win Unified Land Operations: Win in a complex world

4 Unified Land Operations
Multinational Forces Unifying Landpower Structure SOF Provide foundation for Joint Operations Deploy and transition rapidly Develop the situation in close contact Maneuver from multiple locations and domains Present multiple dilemmas to the enemy Operate dispersed while maintaining mutual support Integrate partners Consolidate gains CJOA INTERNATIONAL BOUNDRY TF NGO Area Denial Unifying Landpower Structure SOF JTF XXXX Anti-Access SOF HVT Megacity Area Denial RAF USMC Anti-Access UNHCR Joint Seabasing

5 Extending Unified Land Operations
Seize, retain, and exploit the initiative throughout the range of military operations to gain and maintain a position of relative advantage in sustained land operations in support of Unified Action. Anticipated Operational Environment Increased momentum of human interaction Potential overmatch WMD proliferation Importance of cyber & space Dense urban areas Tech transfer Ubiquitous media Unified Action Comprehensive approach that synchronizes, coordinates, and, when appropriate, integrates military operations with the activities of governmental and nongovernmental organizations to achieve unity of effort Executed through… Joint Combined Arms Operations time, space, purpose to support JFC… we provide… To achieve… we must… to cope with these… Decisive Action offensive, defensive, stability, DSCA By means of… Army Core Competencies shape the security environment, set the theater, project national power, combined arms maneuver, wide area security, landcyber operations, special operations Exercising… Mission Command to do this… we must… Conduct operations characterized by tenets Cognitively link tactical actions to strategic objectives Joint Combined Arms Operations Organize effort within a commonly understood construct Operations Structure Elements Engage Regionally Respond Globally Develop situational understanding Conduct joint combined arms operations Establish and maintain security Consolidate gains Sustain operations Respond to crises in the homeland Ensure institutional and operational synergy Develop leaders and maximize Soldier performance Provide a broad process for conducting operations Provide basic options for visualizing and describing operations Provide intellectual organization for common critical tasks Tenets Initiative Innovation Simultaneity Depth Adaptability Endurance Mobility Lethality Operational Art The pursuit of strategic objectives, in whole or in part, through the arrangement of tactical actions in time, space, and purpose Operations Process Plan Army Design Methodology MDMP TLP Prepare Execute Assess Operational Framework Decisive-Shaping-Sustaining Deep-Close-Security Main and Supporting Efforts Warfighting Functions Mission Command Movement and Maneuver Intelligence Fires Sustainment Maneuver Support and Protection Engagement

6 The “Big Five” 1970s - Today 2015 - 2025 …fight outnumbered and win in a complex world PL Future LD/LC XXXX M1 Optimized Soldier and Team Performance UH-60 AH-64 Capabilities Overmatch Joint/Interorganization Interoperable PATRIOT M2 Scalable and Tailorable Joint Combined Arms Forces Adaptive Professionals and Institutions to operate in complex environments Focus on Weapons Systems Countered near-peer capability Unmatched advantage today The Army of 2025 and beyond will be prepared to fight and win in a complex world because resilient Soldiers, adaptive leaders, and cohesive teams are committed to the Army profession

7 The Future Army’s Path Forward
Deep Future Explore concepts and research technologies to: Improve joint combined arms operations' speed, tempo and endurance Integrate innovative DOTMLPF solutions to increase capability Maintain overmatch in cross-domain operations Deep Future FAR Force 2025 Invest in an Army that can: Provide multiple options to respond to and resolve crises Conduct joint combined arms maneuver from multiple locations and domains to present multiple dilemmas to the enemy Combine joint, interorganizational and multinational capabilities to seize, retain, and exploit the initiative Force 2025 MID Army 2020 Army 2020 Drive change to: Protect the homeland, respond globally and engage regionally Maximize leader development, human performance and professionalism Institutionalize lessons learned from campaigns in Iraq and Afghanistan NEAR 2014 Army 2014 Take risk in modernization to: Reorganize the Army to sustain overmatch across the range of military operations Maintain the Army’s qualitative advantages through training and leader development Conduct Force 2025 Maneuvers for sustained learning and adaptation

8 Army Operating Concept and Force 2025 & Beyond
General David G. Perkins Commanding General U.S. Army Training and Doctrine Command

9 Back-up Slides

10 Mission Command Unified Land Operations Seize, retain, and exploit the initiative throughout the range of military operations to gain and maintain a position of relative advantage in sustained land operations in support of Unified Action. . One of the foundations is … Nature of Operations Military operations are human endeavors. They are contests of wills characterized by continuous and mutual adaptation by all participants. Army forces conduct operations in complex, ever-changing, and uncertain operational environment. Mission Command Philosophy Exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations. The principles of mission command assist commanders and staff in balancing the art of command with the science of control. Guided by the principles of… To cope with this, the Army exercises … Build cohesive teams through mutual trust - Exercise disciplined initiative Create shared understanding - Use mission orders - Provide a clear commander's intent - Accept prudent risk Executed through the… Mission Command Warfighting Function The related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions. A series of mutually supporting tasks… Commander Tasks: Drive the operations process through the activities of understand, visualize, describe, direct, lead and assess  Develop teams, both within their own organizations and with unified action partners  Inform and influence audiences, inside and outside their organizations Staff Tasks: Conduct the operations process (plan, prepare, execute, assess) Conduct knowledge management and information management Synchronize information-related capabilities Conduct cyber electromagnetic activities Leads Supports Additional Tasks: Conduct military deception ● Conduct airspace control ● Conduct information protection Conduct civil affairs operations ● Install, operate, and maintain the network Enabled by a system… Mission Command System: - Personnel - Information Systems - Facilities and Equipment Networks - Processes and Procedures Together the mission command philosophy and warfighting function guide, integrate, and synchronize Army forces throughout the conduct of unified land operations.

11 Army Leadership Requirements
Reference: ADRP 6-22, p. 1-15 11

12 America’s Army – Our Profession
CG TRADOC, as the chair of the AP Executive Committee IAW the SA/CSA designation of TRADOC to lead the AP campaign, approved the essential characteristics of the Army Profession in August 2011. The 37th CSA had directed to bring forth these characteristics for decision in support of other on-going Army initiatives such as the OER revision. These essential characteristics are being included in the ADP 1 update (draft/pre-decisional): Trust. Shown as a capstone in the figure, is the bedrock of our relationship with and service to the American people. Our first commitment as a profession is to preserve this sacred trust. We do this by ensuring that we uphold the remaining five essential characteristics in everything we do, every day, and in every location where we serve. Trustworthiness. Internal to the Army, trust serves as a vital organizing principle necessary for us to function as an effective and ethical profession worthy of the trust of the American people. Our commitment is to sustain strong bonds of trust throughout the Army Profession – trust among Soldiers; trust between leaders and Soldiers; trust between Soldiers and Army Civilians; trust between Soldiers, their Families and the Army. Military Expertise. Our military expertise as a profession is “the effective and ethical design, generation, support, and application of land combat power.” This is our unique contribution to the defense of our Nation. Our commitment is to continually advance our expert knowledge and skills in land combat power. Honorable Service. We exist as a profession to serve the Nation – to support and defend the Constitution - and to do so in a way that upholds American values and our way of life. This is the heart of our Army ethos. It is the core moral principle that defines what it means to serve honorably in our profession. We are all duty-bound to live daily the Army Values, oaths, creeds and Warrior Ethos that are the basic ethical building blocks of our profession. Esprit de Corps. To persevere and prevail in war and the adversity inherent in our work requires spirited, dedicated professionals who are bonded together by a common purpose to serve the Nation, who share a deep respect for our history and tradition, and who are committed to the highest standards of individual and collective excellence. Stewardship of the Profession. Stewardship is our special responsibilities to the Army Profession and to the American people. We are responsible and duty-bound to not just complete today's missions, but those of the future, ensuring that our Army Profession is capable of succeeding in whatever missions our Nation gives us. Through stewardship, we are committed developing our human capital, responsibly managing our resources, and policing our Professional ethos to ensure the long term effectiveness of the profession. 12

13 Unified Land Operations – ULO
The Army: Providing a global foundation of National Defense Homeland Defense Treaty Multi-National Exercises North Atlantic Treaty Organization Global Response Security / Combat Operations Treaty Missile Defense Exercises Training Missile Defense SOF Network Regional Alignment Pacific Pathways Unifying Landpower Structure Rio Treaty Treaty Communications Networks Advise and Assist Counter Terrorism Security Cooperation Agreements Australia/New Zealand Agreement 6 of 10 Largest Armies 26 of 28 Army Armed Forces Chiefs In the Pacific Engage, Support, and Assure Friendly Nations, while Deterring or Compelling Adversaries

14 Hybrid Strategies in a Complex Environment
Avoid Disrupt Hide in complex urban terrain Area Access/Area Denial strategies Expand Emulate Steal, copy, and adapt technology Employ proxies and criminal networks Future Forces Must: Shape, Defeat the enemy, Establish security, Consolidate gains

15 The United States Army Competence Commitment Character

16 Doctrine 2015 Overview Fundamental principles Detailed information
Army Doctrine Publications (ADP) Complete as of 31 August 2012 ADRP 3-28 [15 ADPs] Fundamental principles Army Doctrine Reference Publications (ADRP) [1 per ADP] Complete as of 14 June 2013 Detailed information on fundamentals Field Manuals (FM) This shows the overall structure of Doctrine Prior to this we were transitioning from a body of literature that was captured in only Field Manuals, and had about 550 FMs when we started conversion in 2009 into doctrine reengineering. Doctrine Reengineering broke doctrine down into FMs and ATTP – Army Tactics, Techniques, and Procedures Manauls. Doctrine 2015 takes the process even further, by separating out the four major categories of doctrine information into Principles, Tactics, Techniques, and Procedures, with each category having its own manual, or part of a manual. This is a true hierarchy, in that those manuals at the top drive those below them. If there is a conflict, the higher level manual is authoritative. These manual s also go from general (ADP) down to specific (ATP), with each level getting more and more detailed. This breakout was done to facilitate updating information more rapidly. The lower levels are the ones that change the fastest. By breaking them out into separate manuals we can update these more rapidly without having to change the whole body of information on a specific subject. Finally, this breakout makes it easier to access and understand what each member of the profession is responsible for in doctrine. At the top, the ADP represent the information every professional should be conversant with. As you go down the hierarchy, each level represents a more specialized body of knowledge. What an individual needs to know is based on his or her branch, grade, and assignment. Field Manual Field Manual Field Manual Field Manual Field Manual 11/50 Complete. Suspense for all December 2012 [50 FMs] Tactics and Procedures Army Techniques Pubs (ATP) Techniques Techniques Techniques Techniques Techniques 40/~320 Complete. Suspense for all December 2015 Authenticated version on APD Input through wiki version

17 Develop Innovative, Agile Leaders
Build the Future Army Design the Future Army Develop Army Leadership Accession and Build the Army Develop Innovative, Agile Leaders Build a Lethal, Decisive Army Recruit, Accession, and Initial Military Training Training Development, Training Support, and Functional Training Doctrine Create a Versatile, Tailorable Future Force Develop, Evaluate, and Integrate Capabilities Concepts, Strategies, and Innovation for the Future Force Create a Versatile, Tailorable Future Force Build a Lethal, Decisive Army Manual Field This is what TRADOC does; Design the Future Army to meet the needs of the Nation, then build it. The first person a new Soldier meets is from TRADOC. Throughout that Soldier's career, TRADOC has a impact on what that Soldiers does daily. Through the doctrine we publish, the continued education to make that Soldier a professional, and through advances we bring with innovation. Develop Innovative, Agile Leaders The Army Profession Leader Development Professional Education Mission Command Regionally Engaged Globally Responsive Recruiting & Assessing… first unit of assignment 17 As of: 4 June 2014

18 Doctrine, Training, Leadership:
TRADOC Organization Who is TRADOC?...Recruiters, Trainers, Educators, Developers Doctrine, Training, Leadership: Personnel: Force Modernization Combined Arms Center US Army Sergeants Major Academy Institute for NCO Professional Development U.S. Army Recruiting Command U.S. Army Cadet Command Initial Military Training Army Training Center 80th Training Command 108th Training Command Director Army Capabilities Integration Center Brigade Modernization Command TRADOC Analysis Center Asymmetric Warfare Group Army Aeronautical Services Agency There are many subordinate organizations which achieve TRADOC’s goals of providing trained, ready Soldiers for the Army. The Combined Arms Center (CAC) is responsible for leader, doctrine, and training development. Based at Fort Leavenworth, KS, it oversees the Sergeants Major Academy as well. The Recruiting Command accesses and recruits potential Soldiers for service; Cadet Command recruits, educates, and trains ROTC students to become the future officers of the Army; the Initial Military Training Center of Excellence constantly reviews, improves, and tests education and training theories and plans for both enlisted and officer basic training programs. The Army Capabilities Integration Center (ARCIC) is responsible for developing, testing, and potentially procuring the technologies and capabilities the future Army will need to fight and win the nation’s wars. The eight Centers of Excellence shown here develop branch- and warfighting function-specific doctrine and training concepts for their supported basic branches. They also conduct officer, warrant officer, enlisted, and civilian training for those same supported branches. Centers of Excellence CASCOM (Sustainment CoE) Fires CoE Mission Command CoE Maneuver Support CoE Intelligence CoE Cyber CoE Maneuver CoE Aviation CoE

19 TRADOC Every major Army installation CONUS and OCONUS
Where are we?...Every Army installation, every State 1200+ Recruiting Centers 250 Colleges or Universities 37 Schools 12 major commands 15 Tenant installations 9 Centers of Excellence Every major Army installation CONUS and OCONUS TRADOC is made of more than 53,000 Soldiers and Civilians working across the country to achieve our missions. From shopping mall recruiting stations to doctrine-developing think tanks, TRADOC can be found in every US State and major territory. We have 37 schools and train over 500,000 Soldiers every year. TRADOC provides the Senior Commander on 12 different military installations, educates future officers at 250 colleges and universities, and prepares the Army of the Future at 9 different centers of excellence. No matter what Army function or location you’re thinking of, TRADOC has a presence. College or University Centers of Excellence Basic Training TRADOC Schools Puerto Rico Guam Hawaii TRADOC is in every state and four territories across the Nation

20 Operational Environment
Arctic Territorial Disputes North Korea -South Korea Crisis South China Sea Tensions SE Asia Tensions Russia-Georgia Tensions Yemen Instability Armenia-Azerbaijan Crisis Terrorist Challenges Terrorist Challenge Somalia Conflict Sudan Conflict Sub-Saharan Africa Widespread Potential Humanitarian Crises, Governance Crises Piracy TCOs Destabilizing Governance Libya Internal Tensions Egypt Internal Tensions Cuba - Instability Haiti Crisis Pakistan Internal Tensions Columbia Insurgency Venezuela Instability Central Asia Interstate Friction Balkans Afghanistan Continuing Insurgency Terrorist Challenge Israeli-Palestinian Tensions Peacekeeping India/Pakistan Iran Regional Antagonisms North Korea Regime Collapse China-Taiwan Crisis TCO Violence Cyber Attack on Critical U.S. Infrastructure Terrorist WMD Attack EU Integration Frictions Resource Competition, Shifting Demographics, Urbanization, WMD proliferation, Technology proliferation, Increasing velocity of human, interaction, Extremist ideologies, Regional hegemons, Weak sanctuary states Syria Civil War OPERATIONAL ENVIRONMENT Human interaction momentum driven by a more tightly coupled international environment and increasingly connected populations Central to our understanding of the future Underpins the demand for an 'expeditionary' army Requires the capability to react in months, days, and hours Future adversaries - conventional, dispersed or fabricated Adversaries employ hybrid strategies seeking asymmetric advantages Proliferation of technology threatens friendly overmatch More likely than ever to occur in complex urban terrian Cyber, space and air domains all intersect on land where people are increasingly urbanized and connected Multiple threats Resource Competition - Increasing demand for energy, minerals, food and water significantly impact balance of power. Shifting Demographics - population shifts and expanding urbanization induces governance challenges. Extremist ideologies appealing. Technological proliferation lessens friendly military overmatch For 2025 and beyond, we can expect; Rapidly changing European demographics, aging Asia, global cities Digital tribes, through social media or other internet affiliated groups. Nuclear and other WMD proliferation. 23 additional countries in space. Some re-emerging threat actors, some new; Near-Peer, Regional and Failing States, Transnational Groups, Insurgent/Guerrilla/Militias, Proxies, Terrorists and Criminal Groups Peru Insurgency Increasing momentum of human interaction requires the capability to react in months, days, and hours - when the decision to intervene is made

21 Employing Strategic Landpower
The Human Nature of War War remains a human enterprise – a clash of wills Human aspects of conflict not adequately represented in policy, strategy, and doctrine Combat overmatch, not focused on a human objective, failed to secure strategic success More frequent convergence of the land and cyber domains & “human domain” Technology enabling increased scope and velocity of human interaction Strategic success or failure most often occurs in the land domain Successful strategies influence populations, governments, & militaries Employing Strategic Landpower Protect and advance vital National Interests Maintain strategic balance Maneuver strategically with forward engaged, creatively employed forces Assure allies and deter aggression Achieve positional advantage Restore strategic balance Expeditionary maneuver to restore strategic balance, exploiting understanding & positional advantage Provides informed, discriminate power in close, sustained operations among the people Leverages an agile mix of lethal and non-lethal action to control events Provides the intellectual foundation for more effective operations in peace and war So, I think that the key point is to understand that war is inherently a human endeavor. We all know this as soldiers, but we did not acknowledge the fundamental nature of warfare, which is the clash of wills, over the decade. One big lesson comes from Special Operations. Iraq and Afghanistan forged a partnership between our Special Operations and conventional forces and drove home the value of the human dimension of our own forces and the human domain they operated in. Special Operations start by understanding people and cultures and then develop an understanding of the technology and systems at play and how to apply them to achieve a human objective. As discussed, we have too often gone in the opposite direction. The initiative in STRATEGIC LANDPOWER stems from two key points; first, our Special Operators saying to us that lessons demand we change the way we see war - the lenses, our doctrine, whether we have the human domain, whether we need a 7th Warfighting function, the structural imperatives by which we see warfare – or we are likely to make the same mistakes. The Army and our nation cannot let the Special Operations forces go back to their own corner, the Conventional to theirs, the Army and Marines their separate ways as budget cuts come or we will lose this lesson and the synergy built from a decade of shared sacrifice in two wars. So from that engagement we formed a partnership to investigate and understand the issue of STRATEGIC LANDPOWER, for today and for the future. Second, our military dominance has not translated in to national strategic success precisely because we have failed to account for, or significantly misunderstood the human domain we fought in. Thus institutionalizing what has become practice over 12 years of war is one objective of STRATEGIC LANDPOWER, and understanding how better to employ military power to achieve national objective sis the other . The left side of the chart outlines six key points made in the whitepaper. They recognize the fundamental nature of war and warfare; something frankly not well articulated, if at all, in most US defense policy, planning, joint doctrine and frankly in our own Army doctrine. I think soldiers feel it is axiomatic, and it is to other professionals, but it is not obvious to a surprising number of those in the wider defense community, in DoD, think tanks, congress or universities that supposedly study war. The idea of a human objective aimed at influencing, changing the decisions and behavior of the people, their governments and militaries that comprise the Clausewitzian trinity is key. Physical objectives, the clash of arms and material, must lead to accomplishment of a human objective. Also important is the realization that landpower is a strategic tool and the application of STRATEGIC LANDPOWER is fundamental to achieving strategic outcomes, not merely military objectives, in war and peace. On the right are key thoughts on employing STRATEGIC LANDPOWER, maneuvering strategically to maintain equilibrium and conducting expeditionary maneuver to restore equilibrium … tolerable instability. More on that in a moment. Finally, I would like to call your attention to this chart on the lower right-hand side of the slide really talks about these activities: support, influence, and compel. You have realized the importance of increasing our activities in the engagement phase to support and influence, much as we’ve done with the Iraqi Army and Afghan Army in the last 12 years. Indeed, our engagement in peace time is vital to better understanding and development of cooperative relationships built on trust; active engagement is key to keeping us on the green side of the chart … supporting our friends and those in need and influencing our rivals and allies … and mitigating the crises that force across into the red. However, engagement and trust are critical to posturing our forces and gaining the access and support needed to allow a rapid to shift into the red … to compel … when necessary. Why is this important to the Army? Because this is fundamentally a human enterprise, a clash of wills and that there is an immutable human dimension within the nature of conflict. We win wars on land – that is a key factor. It is about the continuation of politics by other means; compelling an adversary to achieve an objective. Moreover, while all Services contribute to the joint fight on land, it is the forces that operate on land that integrate and direct those capabilities at the point of decision. An equally important consideration regarding the ability to “compel” is how we are perceived by our allies and enemies. Lieutenant General David Morrison, the Chief of the Australian Army, once commented on greater U.S. influence in the Pacific by stating: “Yes, we will welcome your partnership to come in. We know the neighborhood. We will introduce you to folks. But always remember one thing. Your ability to shape and prevent is a direct reflection of your ability to compel. If you don’t have competent forces, … the well-trained forces, and if you do not have the ability to win as a ground force, people are less likely listen to you.” Equally, our adversaries are less likely to be deterred … inviting miscalculation or worse adventurism. Victory Starts Here!

22 Maneuver Warfighting Conference
Uniform: ACU / (Dinner) Business Casual w/ coat Timeline: 10 SEP Arrive 10 SEP o/a 1730 Attend Icebreaker Dinner w/ MG Miller 11 SEP remarks and 9/11 Observance Historical Primer: Vietnam War CG Presentation Observe MWFC agenda Lunch MG Miller MCoE/CDID Combat Developers 1530-UTC Personal Time 12 SEP ABOLC (Call for fire trainer / Class room exercise / TRP Sim training) MCCC (Collaborative Exercise) Lunch MCCC students / cadre 1300 Departure Time Conference Theme: “Honing the maneuver force for the next fight” Recommended Presentation: AOC brief from the 4-Star Conference

23 Maneuver Warfighting Conference
AirLand Battle Defined enemy Understood it was a math problem – too many targets; time-space problem Shape how we approached the fight and training Mobile; Elements out of contact Became battlefield calculus Transition ALB- Fight out numbered and win ULO – Win in a complex world Unified Land Operations: Global Landpower Network The Foundation for National Defense Interoperability: SOF – CF – Multi-National Assure – Deter – Compel Army Operating Concept Seamless and dispersed operations Integrated and distributed Multi-domain capable Presenting multiple dilemmas; isolate strengths – capitalize on weaknesses Unified Land Operations (AOC) Logic map Key Changes: Army Core Competencies Tenants Joint Combined Arms Operations What our Army must do in the future Big 5 ALB Big-5 equipment focused ULO Big-5 – Capabilities focused Ability to win in a complex world Emerging Path Forward (slide 5) Army 2014 – transition the Army Army 2020 – Already paid for – rebuilding readiness Force 2025 – investments in concepts and technology Deep Future – Revolutionary Change AOC Launch at AUSA

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