The problem statement facing the 4th ABCT: How to train and sustain the 4th ABCT to successfully assume the RAF mission; given a condensed timeline for training, equipping and developing its Soldiers for a deployment rotation to the NTC, so that they can best execute decentralized security operations in uncertain conditions while maintaining combat readiness after assuming the RAF mission. Following Bonnot and Walker’s seven-step process for building an organizational vision, the assessment above summarized in the problem statement above serves as a base understanding that helped guide the What, Why, and How of the initial vision for the 4th ABCT. The initial vision:…
Sustainment operations in our unit, 4/160 SOAR(A), more than likely differs greatly from any other regular army unit. The logistical support required to keep two MH-47g heavy assault companies and one MH-60m company all operational and flying, while strewn all over the world, is incredibly complex. We have many variables working both with and against us. We are described as having a no fail mission. Obviously failure is not an option, and it’s when this mindset prevails down to the lowest echelon that enables our success.…
In the Federal Template, the Basic Plan provides an overview of the organization’s approach to the continuation of operations. The operational premise, or basic plan, behind the 20 ASOS is training, readiness, and equipping Joint Terminal Attack Controllers for missions around the world. Readiness is defined by the Federal Template as “the ability of an organization to respond to a continuity event” (FEMA 2013, p 7). This is designed to ensure that unit personnel can continue to perform essential functions in a…
Some of the brigade’s personnel are not “on the right seat on the right bus”, which I would immediately remove MAJ Wilson from his position of being the brigade S-4 and replace him with a competent officer who understands my guidance and intent. From the assessment, his shop is not operating effectively and there are some ethical behavior concerns surrounding this important shop. The brigade S-4 shop is decisive in beginning this change of completing the equipment reset process and overseeing the new equipment fielding required for the future regionally aligned forces mission. Failure to complete this task as the S4 shop causes the brigade to stumble out of the gate in becoming the lead force for the division. Next, I would empower the battalion and company commander’s to communicate the new brigade’s vision statement since they assisted in developing it and spread the message among the ranks.…
Expeditionary Force 21 (EF-21) outlined four Lines of Effort (LOEs) that the Marine Corps must address in the coming years: 1. Refining our Organization 2. Adjusting our Forward Posture 3. Increasing Naval Integration 4. Enhancing Littoral Maneuver Capability…
Without money, an empire cannot manage its colonies. Following the French and Indian War, the British faced high amounts of national debt. As a means to fix its financial debacle, Britain emplaced a mercantile system upon the American Colonists, which forced them to only conduct trade with the British Empire. With the goal to increase its revenue, Britain additionally placed multiple taxes on the colonies. Therefore, to unshackle themselves from the unjust taxation and parliamentary acts of the British, the anti-loyalists initiated the American Revolution in the late 18th century.…
The Chairman of Joint Chiefs of Staff, General Martin Dempsey, summed up his assessment of the 2014 Quadrennial Defense Review (QDR) in the following statement: “With our “ends” fixed and our “means” declining, it is therefore imperative that we innovate within the “ways” we defend the Nation.” Strategic planning and transition to Joint Force 2020 (JF 2020) in a fiscally constrained environment affords DoD senior leaders the opportunity to be more innovative than ever before in assessing and mitigating risks to effectively confront a multitude of increasingly multifaceted security challenges. In the long run, a leaner, agile, adaptable, interoperable, and technologically sophisticated JF 2020 is necessary for the Combatant Commanders to…
The Marine Corps Planning Process offered a methodology for understanding problems, and developing ways to solve them (Headquarters United States Marine Corps [HQ USMC], 2010. This process allows planners to help commanders fully understand the situation in order to make “sound and timely decisions” (HQ USMC, 2010, p. 1-2). The process allows planners to take a broad concept from a decision maker, and develop a detailed plan for execution. The steps of the planning process are problem framing, course of action development, course of action wargaming, course of action comparison and decision, orders development, and transition (HQ USMC,…
One of the most important skill sets you will constantly improve on within the duration of your military career is leader development. It has become an essential skill sets and fundamental in the progression of a (Non-Commissioned Officer) NCO and Commissioned Officer. The Army has committed itself in the progression, education, and training throughout its corps. Leadership and the development of leadership is achieved through the individual desires to improve and expand his/hers knowledge. Learning to become a leader, developing and implementing the skills and experiences with this knowledge and constructive feedback are all crucial aspects.…
Chief among these gaps is the lack of trust by the civilian populace that the Army is an effective organization. Effective means not only fighting wars but also winning them and while minimizing cost. I believe a strong sentiment has arisen in the civilian sector that the military is just a vessel of waste that has not brought a successful resolution to a conflict since World War Two. The military is not entirely at fault in this matter since national policy certainly has its own impact. To ensure the success of both and avoid finger pointing, the Army professional must apply strong stewardship in providing unique and vital expertise to the decision making process on both sides of the aisle (ADRP 1, p. 6-10).…
The Army is absolutely a professional organization that is led and maintained by professionals, but that does not mean that every member of the Army is a professional simply by association or being a service member. “Undoubtedly, the Army is considered a profession today. But, we must remember that the Army is not a profession just because we say so.”. Being considered a professional means that an individual has had both time and experience to be developed into a professional. Entry level Soldiers do not possess all of the key attributes of the Profession of Arms, therefore they cannot be considered professionals.…
New technology has a major effect on doctrines by regulating the deployment of forces and different tactics performed on a theater of operations. Mr. Ibrügger , member of Science and Technology Committee of NATO, explains that the adaptation of military doctrine to new technologies is essential to ensure real benefits of these advances. The extension of range combined with the lethality of new weapons has radically affected the military maneuver on the ground because now we are left with scattered units that ensure the control of a larger space. A division, for instance, engaged a front of 5 km in the beginning of 19th century but now it could take a large front of 40km or even more. Moreover, the enormous progress in the field of system information highlighted the intelligence which is one of the fundamental pillars of any military organization.…
Talent Management is utilized to shape how the Army is meeting the priorities established by the highest levels in regards to taking care of the force. Army priorities over the years change alongside national values and leadership. In recent years, the Army has set a focus on Soldiers and their management throughout the lifecycle of their career. The current Chief of Staff of the Army, General Mark A. Milley communicated the Army’s priority to take care of Soldiers in his Initial Message to the Army when he stated under his number one priority of Readiness, “We must never send our Soldiers into harm’s way untrained” and in his number 2 priority of Future Army, “We need to listen and learn…developing a lethal, professional and technically competent force requires an openness to new ideas and new ways of doing things in an increasingly complex world.” He also states “Our Soldiers are the crown jewels of the Nation.”…
The relationship between the Operations Process and the Troop Leading Procedures exist in a symbiotic and mutually necessary system. This system allows leaders to plan, prepare for, and react to various missions and situations in a fluid and organized fashion. As situations develop on a global scale, our national leaders continually develop the policy and precedent that drives the Troop Leading Procedures that lower level leadership is responsible for. Once higher level leadership passes down orders through the Operations Process, actions are taken in the field and in support of maneuvers by lower level leaders and their troops. These smaller units, in turn, gather intelligence and detailed knowledge of the environment and pass this information…
Applying the mission command philosophy helps commanders exercise authority skillfully and master the systems and procedures that help forces accomplish missions. (Army Doctrine Reference Publication 6-0, 2012, p. 2-17) Thereby, when I return to my country, I will be more confident and aware to explain my position about the commander’s authority and his decision. Consequently, these knowledge will be very useful for me in future duties assignments in the Brazilian Army.…