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Strategic Landpower

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 Role of Strategic Landpower:
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Our nation's land forces must sustain the capacity to dominate traditional land warfare. They must assure allies and deter adversaries. They must compel enemies to change their behavior in ways favorable to the rules of the organizations they lead.

To gain widespread credibility with the joint force and policy makers regarding the strategic utility of landpower, senior Army leaders will need to develop the high level of leadership competency that ensures their bosses can make the hard decisions necessary to achieve national strategic objectives.

Good leaders learn from experience and develop personal rules over time. Strategic leaders will use the lessons they learn to improve their leadership competency, and they will share lessons they believe could help other leaders improve their competency. As military leaders advance through years of service, they become more focused on managing strategic issues for the United States.

The principal players in the application of strategic landpower are the Army, the Marine Corps, and Special Operations Command. Each is designed for a different purpose, but those purposes intersect on the land where people live and interact. Our discussion here focuses specifically on the Army. The Army is applying the strategic landpower concept across the "prevent, shape, and win" construct.

This means in the absence of a crisis, the Army will employ landpower in key areas to maintain stability, build awareness, and establish relationships that prevent or resolve conflict before it becomes a bigger problem.

Regionally aligned forces are an example of how the Army does this now. We use maneuver forces worldwide to maintain strategic balance and prevent conflict, deterring aggressors and assuring our friends. Maneuvering strategically means engaging partners with mission-tailored forces to advance shared interests and maintain a relative positional advantage over time. Once a crisis occurs, the Army will use landpower via expeditionary maneuver to restore strategic balance.

Because of the time and effort invested during pre-crisis activities among the people of a particular region, the force will be better prepared to apply landpower responsibly and effectively during decisive operations.

When conflict escalates to war, our Army will compel changes in enemy behavior through the ethical application of violence. All the Army's efforts at the tactical and operational levels should be focused on achieving the desired national strategic end state.

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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:

  • Maneuvering Strategically
  • Expeditionary Maneuver
  • Combined Arms Maneuver
  • Wide Area Security
  • Special Operations
  • Expeditionary Warfare
  • Linkage to global and theater campaign plans

Or, topics of interest:

  • Strategic Landpower Leadership Attributes for Lieutenants, Captains and Majors
  • Talent Management for Strategic Landpower
  • Strategic Landpower Intelligence
  • Expeditionary Logistics in Strategic Landpower
  • Recruiting the Next generation of America's Strategic Landpower Soldiers
  • Maneuver Support for Strategic Landpower
  • Mission Command of Strategic Landpower
  • Aviation in Strategic Landpower
  • Fires in Strategic Landpower
  • Engagement in Strategic Landpower
  • Exploring the Human Domain as a foundation for Strategic Landpower
  • Explore the characteristics of the Human Dimension in preparing the force for future conflicts.

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

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

Photo of Gen. David G. Perkins, TRADOC commanding general
"After accepting the TRADOC colors, I understand the responsibility placed in my rucksack. As we design the Army, we also design the future of our nation, and that is a responsibility I will not take lightly."
General, U.S. Army

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