Given the fundamental premise that people are the center of all national engagements, it is equally self-evident that war, or more broadly, conflict, is also an inherently human endeavor.
The human nature of war is immutable. War has been and remains a human enterprise – a clash of wills. Successful strategies have a human objective. The ability to influence populations, governments, and militaries is central to the clash of wills.
The rising velocity of human interaction coupled with the increasing convergence of the land, cyber and human domains, is the reality of modern warfare. We realize that strategic success or failure most often occurs in the land domain, and as such warrants our focus on Strategic Landpower.
Strategic Landpower is the application of landpower towards achieving strategic outcomes across the range of military operations. Employing Strategic Landpower protects the Nation and advances U.S. interests.
We maneuver strategically to maintain strategic balance, with forward engaged and creatively employed forces who deter conflict, build partners, gain understanding, enable others, and achieve positional advantage.
Expeditionary maneuver occurs to restore strategic balance, exploiting understanding and positional advantage through the informed, discriminate application of landpower in close, sustained operations among the people. Strategic Landpower leverages an agile mix of lethal and non-lethal action to control events and provides the intellectual foundation for more effective operations during peace, conflict and war.
Practioners of Strategic Landpower are the Army, Marine Corps, and U.S. Special Operations Command. Each organization is designed for different functions; however their purposes intersect in the land domain. Strategic Landpower also involves coalitions and partnerships with allies, regional and local partners. The joint, interagency, international and multi-national environment is prominent when applying Strategic Landpower.
The Army has several components for Strategic Landpower. Unified land operations, Regionally Aligned Forces engage forward and maneuver strategically. Partnership strengthens bonds between Armies and promotes stability. If a crisis occurs, the Global Response Force is quickly available to deploy with Operationally Significant Forces conducting expeditionary maneuver to resolve conflict or war.
Human interaction, not necessarily technical solutions, is what solves conflict and war, and it is not easy. As former Secretary of Defense Gates said “haven't we learned that when you go to war, the outcomes are unpredictable? And anybody who says, ‘It's gonna be clean. It's gonna be neat....it'll just be swell.’ Well, most wars aren't that way.”
Success in conflict and war is predicated on the effective interaction of the Services on land where they can shape the behavior of people critical to the national strategy. Strategic Landpower builds a framework for Service interaction which serves national security interest; it is the construct for joint operations in the land and human domains.
To learn more about Strategic Landpower, please refer to:
Strategic Landpower: Call for Ideas
Reinforcing the discussion on Strategic Landpower, the U.S. Training and Doctrine Command is looking for ideas and thought pieces on this subject. The goal is to foster and expand the discussion regarding the tenants and ideas of Strategic Landpower - what it should be and how it should shape along DOTMLPF functions.
Areas for consideration include:
Or, topics of interest:
In order to share your ideas across the Army, TRADOC is requesting the submission of papers consisting of either a 600 - 800 word short narrative or 1600 - 2400 word article considered for publication in professional outlets.
All writings should communicate across all services, government and not be confined to Army circles. The February/March timeframe has been targeted to receive inputs. Submit entries to the TRADOC Commander's Planning Group.
This is a perfect opportunity for our future leaders to shape their future by describing how they see the application of Strategic Landpower!
Soldier 2020: Standards for the Army Profession
Here are five things to know about Soldier 2020: 1. It's about standards TRADOC, in collaboration with U.S. Army Medical Command's U.S. Army Research Institute of Environmental Medicine, or USARIEM, is doing a study of the physical demands required for each military occupational specialty, or MOS, throughout the Army, beginning with MOSs currently closed to women. TRADOC and USARIEM have identified the critical physically demanding MOS specific tasks. Applying scientific rigor and methodology, USARIEM is using laboratory equipment to instrument Soldiers while they carry out these tasks. These measurements will determine the physiological capabilities (e.g., strength, endurance and energy) that an individual must have to complete specific tasks to acceptable standards. These measurements will also help the Army establish clear, updated standards across the force. "Soldier 2020 is about a standards-based Army; upholding the standards of our profession -- the Army Profession," said Command Sgt. Maj. Daniel Dailey, TRADOC senior enlisted adviser. "Our work will allow us to match the right Soldiers, regardless of whether they are men or women, to jobs that best correspond to their abilities." 2. It's about leadership TRADOC's Analysis Center, is doing an extensive study of the institutional and cultural factors associated with integrating women into previously closed MOSs. Using focus groups, interviews, surveys, Soldier feedback, an ongoing literature review and collaboration with numerous outside agencies, TRAC's effort will not only study current policies and processes, but will also look at potential implementation strategies and possible barriers to success that may be driven by culture and tradition. 3. It's about doing it right Gen. Robert W. Cone, former commanding general of TRADOC, said the studies will take time in order to be successful and must be done right in order to maintain the credibility of the institution while improving standards throughout the Army. "The combat readiness of our Army must remain the first priority," Cone said. "While this integration requires a well-thought out approach, I am confident we can do this right and improve the total force." During a visit earlier this year to Joint Base Lewis-McChord, Wash., Sgt. Maj. of the Army Raymond F. Chandler III said the changes won't -- and shouldn't -- happen overnight, but rather, they should be deliberate and incremental. "The first and largest obstacle the Army must overcome for integration is the culture," Chandler said. "There is still a perception in some parts of the Army that female Soldiers won't be able to do the same things as their male counterparts, or that we won't be as successful if we have them in combat arms organizations. I think the people saying these things are a vocal minority." 4. It's about Soldiers Using a standards-based approach, Soldier 2020 aims to remove barriers, thereby giving every Soldier the opportunity to serve in any position where he or she is capable of performing to the standard, according to TRADOC's commanding general. "Soldier 2020 holds the promise of improving quality across our warfighting formations, while providing a level field upon which all soldiers can succeed based upon talent," Cone said. Additionally, the Army will be better able to select and train Soldiers -- regardless of gender or age -- who are able to safely perform the physically demanding tasks of the MOS, with the goal of fewer training injuries. "There are Soldiers right now in almost every MOS who are not capable of doing their jobs," said Marilyn Sharp, USARIEM research scientist and project lead investigator for Soldier 2020. "And not only are they the ones who probably get passed over for promotion, but they're the ones who get hurt because they're in a job they're not physically qualified for." Fewer injuries mean stronger Soldiers, and stronger Soldiers means a stronger Army. 5. It's about building a stronger Army The Army of the future will require mental agility, teamwork and resilience from all Soldiers, regardless of gender, and the goal is to identify, select and train the best-qualified Soldiers for each job, which ultimately strengthens the Army's future force. "In the end, we will only get better because all of our Soldiers -- men and women -- continue proving themselves as highly capable warriors on a daily basis, Cone said. "By expanding opportunities and assignments for women, we will only strengthen the force."
Shaping the Future Army
What is it?
The Army is the nation's force for decisive action, both at home and abroad, providing the Joint Force the ability to prevent conflict, shape the environment, and if prevention fails, win decisively and dominantly.
To meet the needs of the nation in a complex operating environment, our Army must provide forces that are flexible, operate across the range of military operations, and are agile in our responsiveness.
To do so, the Army is reorganizing formations to provide our national security decision makers greater flexibility in how we defend our nation and U.S. national interests.
The foundation for success into the future is leader development that prepares leaders to operate with competence and confidence in ambiguous and frequently changing circumstances in the complex future security environment.
Army Leader Development Strategy 2013
What is it?
The Army Leader Development Strategy, or ALDS, outlines the Army senior leaders’ vision and strategy for leader development of all Army professionals through lifelong training, education and experiences acquired through opportunities in the operational, institutional and self-development domains.
What has the Army done?
The secretary of the Army, chief of staff of the Army and sergeant major of the Army approved the 2013 ALDS June 5, 2013. This is the first time a leader development strategy has been codified in a formal manner by Army senior leadership. This emphasizes the importance senior leaders place on leader development at all levels, and sets forth a vision of an Army that develops competent and committed leaders of character with the skills and attributes necessary to meet the challenges of the 21st century.
What continued efforts does the Army have planned for the future?
As a result of the ALDS, units will see a renewed commitment and emphasis on the Army Profession and lifelong learning. The strategy will seek to balance the three components of leader development: training, education and experience. Human Resources Command and Army G-1 will work to develop talent management policies that benefit both the Army and the individual. Those leaders identified as possessing positive leader attributes and proficiency in core competencies will be prepared for responsibility at higher levels. Meanwhile, each cohort will see mission command principles embedded into leader development and will have the opportunity for a broad range of leader experiences and developmental opportunities. The ALDS sets conditions for developing adaptive and creative leaders capable of operating within the complex operational environment and the entire range of military operations.
Why is this important to the Army?
The ALDS lays out the guiding principles by which the Army will develop leaders of character, presence and intellect across the force. It is a strategy for the entire Army — not just for those currently in leadership positions, but for future leaders as well. The mission of leader development is to train, educate and provide experiences to progressively develop leaders to prevail in unified land operations and to lead the Army using mission command in a 21st century environment. The ALDS establishes the framework of leader development as a shared responsibility between the institutional Army (education and training institutions), the operational force (organizations and units) and the individual. The ALDS includes three components: training, education, and experience. Focusing on and balancing these three components will ensure that officers, warrant officers, noncommissioned officers, civilians and strategic leaders achieve the Army’s vision for leader development.
To learn more visit the Center for Army Leadership’s website
The Army Profession Campaign
What is it?
The Army Profession is a vocation comprised of experts certified in the ethical design, generation, support and application of land combat power, serving under civilian authority, entrusted to defend the Constitution and the rights and interests of the American people.
The Army Profession Campaign is an Army initiative to inspire and engage our Soldiers and civilians in an introspective analysis and professional dialog to make our Profession stronger. The campaign renews our collective commitment to the Army, its ideals, traditions and ethos, as well as to the nation and the American people.
The U.S. Army that weathered the unprecedented demands of the last decade was built by careful, dedicated professionals who never lost focus on the necessity to always care for and improve our Profession. We must ensure our Army remains strong and that it continues as the nation's force for decisive action. As we transition the force to the Army of 2020, every Army Professional has an obligation to maintain the Army's standing as a trusted profession capable of meeting our nation's call in an uncertain future.
To learn more about the Army Profession, click here.
Doctrine 2015 publications are NOW available online!
Doctrine 2015 is an initiative to provide clear, concise, current and accessible doctrine to the field. Doctrine is important to the U.S. Army; it provides a body of knowledge that serves as the foundation for the Profession and for the successful execution of Unified Land Operations.
Doctrine 2015 accelerates the implementation of new doctrine across the force by providing the U.S. Army with a completely revised structure of manuals. The top level of manuals will be Army Doctrine Publications that are only 10-15 pages in length. Supporting references, Army Doctrine Reference Publications and Field Manuals, increase in length and depth of information. Doctrine 2015 will make these references available at the point of need through interactive media such as mobile applications. Additionally, Army Techniques Pubs will offer a "wiki" means of contributing to doctrine development.
Doctrine 2015 captures the essential lessons learned from 10 years of persistent conflict. It leverages a broader range of available collaborative technologies including wiki, interactive media instruction, video books, blogs and social media. Most importantly, it makes doctrine more accessible to Soldiers.
To learn more on the latest efforts with U.S. Army Training and Doctrine Command’s “doctrine surge,” click here
Fort Leonard Wood's 1st Lt. Joseph Terry Chemical, Biological, Radiological and Nuclear Training Facility was the site for specialized training by paratroopers of the 82nd Airborne Division during Exercise Steel Box. » read more
The first regiments of the Leader Development and Assessment Course graduated July 6 at Fort Knox, Kentucky, to the applause of their families and loved ones. » read more
"Today's generation of Soldiers and leaders have a high expectation of persistent access to learning content from a reliable network, independent of their location," said Helen A. Remily, Training and Doctrine Command's capability manager for the Army Distributed Learning Program. » read more
As a third generation graduate of the U.S. Army Airborne School, Columbus State University ROTC Cadet Tyler Davidson said completing the course with his final jump June 25 was one of the most rewarding moments of his life. » read more
Gen. David G. Perkins, commanding general of U.S. Army Training and Doctrine Command, led a delegation to Israel to participate in the 23rd Future Battlefield Annual Talks, or FBAT, May 11-15, 2014. » read more
This Fourth of July marks our nation's 238th year of independence. As we enjoy the holiday with family and friends, I ask that you take time to reflect on our values for which the founders of our great nation fought and died - life, liberty and the pursuit of happiness. » read more
As the secretary of the Army announced 33,000 positions that were previously closed to women are now open, a group of leaders met with Soldiers at Fort Sill to provide support and offer advice on integrating women into those roles. » read more
The Combined Arms Support Command hosted a recent visit by John Harvey Jr., Virginia Secretary for Veteran's Affairs and Homeland Security. » read more
The Warrior Leader Course, or WLC, is the first leadership course noncommissioned officers attend as part of the NCO Education System. » read more
Putting training in the hands of Soldiers anytime and anywhere they may be is the focus of a U.S. Army Training and Doctrine Command project office at Fort Eustis, Virginia. » read more
Brown, commanding general of the Combined Arms Center at Fort Leavenworth, Kan., delivered the keynote speech at the Training and Education 2025 and Beyond Industry Forum. The forum was held on June 18-19 at Fort Eustis. » read more
The Army is evolving its current Integrated Training Environment into a single synthetic training environment that combines constructive, gaming and virtual systems to provide challenging exercises efficiently at the point of need. » read more
Secretary of the Army John M. McHugh signed a directive authorizing more opportunities for women to serve in a wider range of roles within the Army. » read more
U.S. Army Drill Sergeant School, as part of U.S. Army Training and Doctrine Command, is one of the most recognizable courses in the Army. This year marks the school's 50th anniversary. » read more
Most people probably picture a person in their late teens or early 20s when one hears of a Soldier completing Basic Combat Training, but a 55-year-old has shattered that image on Fort Leonard Wood. » read more
"You can't be a professional as a noncommissioned officer -- you cannot say you are a professional, 'that no one is more professional than I,' if you are not willing to be a person of character and commitment." » read more
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