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In late 2015, the People's Liberation Army (PLA) initiated reforms that have brought dramatic changes to its structure, model of warfighting, and organizational culture, including the creation of a Strategic Support Force (SSF) that centralizes most PLA space, cyber, electronic, and psychological warfare capabilities. The reforms come at an inflection point as the PLA seeks to pivot from land-based territorial defense to extended power projection to protect Chinese interests in the "strategic frontiers" of space, cyberspace, and the far seas. Understanding the new strategic roles of the SSF is essential to understanding how the PLA plans to fight and win informationized wars and how it will conduct information operations.
Joint Publication (JP) 5-0, Joint Planning 16 June 2017 This edition of Joint Publication (JP) 5-0, Joint Planning, reflects current doctrine for conducting joint, interagency, and multinational planning activities across the range of military operations. This keystone publication is part of the core of joint doctrine and establishes the planning framework for our forces' ability to fight and win as a joint team. As our military continues to serve and protect our Nation in the complex environment of global competition and conflict, we must continually refine our doctrine and update our planning practices based upon those experiences and lessons learned. Our understanding of operations across the spectrum of conflict and the information needed by senior leaders to make strategic and operational-level decisions, developed during the planning process has evolved. This update to JP 5-0 ensures all our operations benefit from the application of our doctrinal planning processes. Likewise, the practice of Adaptive Planning and Execution has continued to evolve since the last publication of JP 5-0. This publication provides necessary updates to that process, as our combatant commands have continued to develop the ability to provide military options for contingencies. Therefore, we seek to develop tools that allow for more rapid development, review, and refinement of plans at the accelerated pace the world requires today. Given that the operational environment is not simple or static, adaptation and flexibility are necessary in planning and execution. This edition of JP 5-0 seeks to provide joint force commanders and their component commanders with processes that allow for that flexibility and the ability to plan and develop plans for an uncertain and challenging environment. Our Armed Forces serve to support our national leadership in attaining national objectives. I encourage leaders to ensure their organizations understand and use joint doctrine and this Joint Publication in particular as you continue to assist our Nation in advancing its enduring interests.
Leadership development in the military is a multifaceted process that takes place over an officer's entire career. At its most basic level, this development occurs through professional experiences and a progressive series of professional military education, of which joint professional military education (JPME) is a subset. In May 2020, the Joint Chiefs of Staff (JCS) issued a vision statement with guidance and objectives for leadership development in the armed services. This vision calls for an outcomes-based approach that emphasizes ingenuity, intellectual application, and military professionalism. The new approach focuses on what students must accomplish rather than traditional metrics, such as curriculum content or the amount of time spent learning specific material. The JCS also emphasized the need to integrate officer talent management (TM) and JPME because these functions are so closely connected. To support the implementation of this vision, the authors reviewed foundational, policy, and implementation documents; conducted semistructured interviews with senior representatives of relevant joint and service offices; and analyzed officer personnel data. They used these methods to (1) describe joint educational institutions' transitions to an outcomes-based approach, (2) examine performance expectations and the qualities needed in effective joint officers, (3) explore how joint performance is measured, and (4) see how challenges in TM systems and processes affect the implementation of JPME, Phase II. They also provide recommendations for how joint stakeholders and the military services can best integrate the TM and JPME processes to support the outcomes-based approach.