We must have Soldiers, systems, and institutions that get better and gain advantage operating in chaos and the unknown. This is a world where coalitions, technology, and positions of advantage change rapidly and possibly without warning. Our goal now is to deliver elements of "National Power."Īll of this happens in a complex world that is constantly changing, unknown and unpredictable.
It requires a thorough understanding of the problem and the many facets to include cultural, economic, military, and political an understanding of all the players and the relationships between them and an understanding of what are the variables that drive change. It involves the tactical, operational, and strategic levels of war and decision making in a JIIM environment. First of all we start with "Win" which is more than just the Army. Both the challenges of the 1970's and now can be described in six syllables, but many of the similarities end there. Our challenge today is to "Win in a Complex World". It is somewhat similar to the Heisenberg principle in that the act of observing or knowing the future changes it, because it causes us to act which causes various reactions, many unpredictable. Not only is the future unknown, but it is unknowable. Our new Army Operating Concept is being developed to deal specifically with the unknown. Today we have a very different challenge. The focus was on delivering "Fire Power".
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The challenge AirLand Battle was addressing was how to "Fight Outnumbered and Win." Therefore we developed the Big 5 to attack uncommitted echelons, maneuver to create mass, shoot on the move and win the battlefield "calculus." In many cases it became a math problem trying to service as many targets as possible in as short a time as possible.
Because of the number of known variables, we were able to then develop very specific weapons to fight this known enemy: the famous "Big 5" - M1 Tank, Bradley, Apache, Blackhawk, Patriot. It was written specifically to deal with a known enemy - the Soviet Union in a known place - the central plains of Europe and with a known coalition - NATO. When AirLand Battle was conceived and written, it was to deal with a known. A concept gives us the framework for leadership to leverage thinking, actions, and technology that drive innovation while maintaining our capability to meet any current threat. When faced with one or more of these challenges, we must adjust our capabilities to adapt for crisis and innovate for the future. They may arise from a change in the operational environment (foreign or domestic), national security guidance, or to address a known gap in existing capabilities - any of which may or may not be driven by a change in technology.
The Army writes concepts to address challenges. In its broadest sense a concept describes what is to be done in its more specific sense it can be used to describe how something is done." He described a concept as "an idea, a thought, a general notion. Why do we need concepts to help deliver the future Army? In 1979, shortly after TRADOC Commander, General Donn Starry, began work on AirLand Battle, he issued "Commander's Notes Number 3" in which he described his vision of Operational Concepts and Doctrine. From this framework we can build the Army Operating Concept (AOC).
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From this understanding we must engage in a professional discussion that establishes an intellectual framework for the future Army. War remains human in nature and human conflict is a result of a clash of wills, instigated by competing cultural contexts, political opinions, and friction due to a redistribution of power and competition for resources. We must first think clearly about the future with a grounded understanding of the continuities in war.
This is not simply modernizing organizations, updating doctrine from the most recent fight, applying the latest technology to produce new equipment, or fixating on a single potential adversary. One of our most important missions in the Army's Training and Doctrine Command is to deliver the future Army.
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