The Army Modernization Imperative
The Army Modernization Imperative

Author: Andrew Hunter

Publisher: Rowman & Littlefield

Published: 2017-06-16

Total Pages: 77

ISBN-13: 1442280166

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The U.S. Army currently faces a difficult truth: without changes to its modernization strategy, the Army risks losing qualitative tactical overmatch. A lost procurement decade and recent, significant modernization funding declines have resulted in an Army inventory that remains heavily leveraged on the “Big Five” programs, originally procured in the 1970s and 1980s. Meanwhile, technology proliferation has made potential state and nonstate adversaries increasingly capable; shrinking the U.S. overmatch advantage and in some cases surpassing it. While current and projected future Army modernization funding is below historical averages, necessitating increased modernization funding to ensure continued U.S. qualitative tactical overmatch, the Army’s modernization problem cannot be fixed only by increasing modernization funding. Additional funds also need to be accompanied by an updated Army modernization strategy that presents a compelling case for modernization funding and sets clear priorities for fulfilling future operational requirements.

Army Modernization Strategy 2008
Army Modernization Strategy 2008

Author:

Publisher:

Published: 2008

Total Pages: 274

ISBN-13:

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The Army's enduring mission is to protect and defend our Nation's vital security interests and to provide support to civil authorities in response to domestic emergencies. This requires an expeditionary, campaign-quality Army capable of dominating across the full spectrum of conflict, at any time, in any environment and against any adversary for extended periods of time. To do this the Army must continually review its structure and capabilities to ensure it remains adaptive and responsive to the evolving world security environment. While maintaining our mission focus on preparing forces and building readiness for counterinsurgency operations in Iraq and Afghanistan, the Army must remain ready to provide the Combatant Commanders with the forces and capabilities they need for full spectrum operations anywhere in the world both now and in the future. The 2008 Army Modernization Strategy provides a summary of the ends, ways and means through which the Army will equip itself and continue to modernize in support of this end. It describes the operational environment an era of persistent conflict and the Army's newest doctrine for dominating in that environment. It describes the challenges the Army is facing as it executes the current fight while preparing for the future, and the imperatives established by our senior leaders for restoring balance to the force. Finally, it details the four Elements of Modernization the specific ways in which the Army's equipping and modernization efforts support rebalancing the force and integrating capabilities necessary to ensure our success across the range of operations, from peacetime engagement to major combat operations.

US Army Modernization: Looking at the Past to Build the Future
US Army Modernization: Looking at the Past to Build the Future

Author: U. S. Army US Army Command and Staff College

Publisher:

Published: 2021-10-25

Total Pages: 55

ISBN-13:

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With the publication of the 2019 Army Modernization Strategy: Investing in the Future, the US Army initiated another of its periodic modernization campaigns to meet the military requirements of a new era of competition. Considering the challenges associated with change in bureaucracies, it is critical to identify actions and conditions that can contribute to both success and effectiveness. This paper considers what internal conditions the army can influence and shape, and what external conditions it can monitor, to modernize successfully. It further attempts to identify specific modernization conditions, using case studies from the interwar period between World War I and II, on which army leaders should focus. The study draws its conditions, including commitment, leadership, consensus, doctrine, and resourcing, from theorists in the fields of modernization and change management. The results of this work indicate that each of these conditions influences modernization, but further finds that the selected conditions are not exclusively definitive of success. While this study merely lays a groundwork for a better understanding of success in modernization, it opens areas of inquiry for further research, such as integrating modernization across the services, which can improve the likelihood of success, not only for the US Army, but also for the entirety of the Department of Defense. (Stokes, Ted L., Jr.) . The School of Advanced Military Studies (SAMS) is one of the parts of the U.S. Army Command and General Staff College (CGSC). Most SAMS students complete the regular CGSC course, then stay for a second academic year. They write either one or two monographs (depending on the requirement at the time) and are awarded a Master of Military Art and Science (MMAS) graduate degree. Most go on to planning jobs in field units. This collection contains all the publicly releasable monographs produced since the program began in 1986. SAMS monographs typically address historical events, current operational issues, or new organizational concepts.

Army Equipment Modernization Strategy
Army Equipment Modernization Strategy

Author: U. S. Military

Publisher: Independently Published

Published: 2018-08-21

Total Pages: 84

ISBN-13: 9781719833349

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The Army must be manned, equipped and trained to prevent conflict, shape the security environments and win wars. When adequately tailored, the Army, as part of the Joint Force, provides multiple options, integrates efforts of multiple partners and operates across multiple domains to present enemies and adversaries with multiple dilemmas. The Army Operating Concept, October 2014, identifies the first order capabilities the Army needs to meet these challenges. This Army Equipment Modernization Strategy describes how the Army will apply resources to adapt materiel in the near-term, evolve programs in the mid-term and innovate with Science and Technology for the long-term. In the near-term through FY 2020, the Army will use existing capabilities in new ways, modify and adapt capabilities to respond to new needs and more rapidly exploit new opportunities with innovative approaches. The Army must adapt faster than enemies and potential adversaries. In the mid-term, FY 2021-2029, the Army will evolve capabilities to retain overmatch and enhance expeditionary maneuver to rapidly deploy and conduct operations with ample duration and sufficient scale to win. For the long-term, the Army will innovate with less mature, but promising technologies to sustain Army asymmetric advantages and achieve significant leaps in warfighting efficiency and effectiveness. The Army Equipment Modernization Strategy applies the first principles for technological development which emphasize the integration of technology with Soldiers and teams to Enhance the Soldier for Broad Joint Mission Support. Our Soldiers and our foundational tactical formation, the Squad, must Remain Prepared for Joint Combined Arms Maneuver to defeat enemies at close quarters in urban and complex terrain. Our formations must possess the right combination of mobility, protection and lethality to fight and win. This strategy seeks to simplify systems, maximize reliability, describe equipment that ensures the capacity and readiness to accomplish any mission and reduce logistical demands and life cycle costs. It ensures interoperability and anticipates enemy countermeasures and Enables Mission Command by investing in a network with agile and expeditionary tactical command posts that are supported by a more robust home station architecture.

Future Combat Systems
Future Combat Systems

Author: Michael B. Glenn

Publisher:

Published: 2007

Total Pages: 30

ISBN-13:

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The current Army modernization strategy is at risk due to increasing pressures to cut investments in Future Combat Systems (FCS). The Army faces an age-old dilemma: arriving at the right investment balance between current demands and relevant future forces. Although the Army firmly intends to avoid sacrificing future capabilities in order to fund near-term operations, the strategy to accomplish this balance is failing. Widely criticized as an unsustainable strategy, the FCS program is at the center of the current debate. This SRP explains why FCS, the centerpiece of Army modernization, is placing this strategy at risk. The Army's failure to effectively communicate its strategic goal is a big part of the story. How, then, should the Army improve its communications plan in order to assure full support for FCS? The SRP attempts to answer this question by projecting FCS beyond its performance as an acquisition program and accounting for current sources of resistance to the program. An effective strategic communications plan must counter this resistance in order to effectively support the current plan for Army modernization.

The Army Modernization Challenge
The Army Modernization Challenge

Author: Rhys McCormick

Publisher:

Published: 2016

Total Pages: 6

ISBN-13:

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The implications for Army modernization are twofold: First, even if the defense budget increases in the coming years, the Army will face stiff competition for that increase from the Air Force and Navy to fund the acquisition programs driving the modernization bow wave. Second, the 'hollow' buildup of 2000-2008 and the unusually large reduction in R&D in this drawdown means that the Army's recovery will be much more difficult than in previous drawdowns. Army modernization today sits at a precipice. Continued failure to fund modernization will leave the United States with an army unsuited to handle the future geostrategic environment. Yet, budgetary relief to modernization accounts remains unlikely for at least the near future. Given these realities, maximizing the utility of the Army's modernization efforts in an era of limited budgets is critical for its future. The Army can ill afford to repeat the acquisition experiences of the past 20 years.