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The U.S. Army currently faces a difficult truth: without changes to its modernization strategy, the Army risks losing qualitative tactical overmatch. A lost procurement decade and recent, significant modernization funding declines have resulted in an Army inventory that remains heavily leveraged on the “Big Five” programs, originally procured in the 1970s and 1980s. Meanwhile, technology proliferation has made potential state and nonstate adversaries increasingly capable; shrinking the U.S. overmatch advantage and in some cases surpassing it. While current and projected future Army modernization funding is below historical averages, necessitating increased modernization funding to ensure continued U.S. qualitative tactical overmatch, the Army’s modernization problem cannot be fixed only by increasing modernization funding. Additional funds also need to be accompanied by an updated Army modernization strategy that presents a compelling case for modernization funding and sets clear priorities for fulfilling future operational requirements.
This paper focuses on the formulation of doctrine since World War II. In no comparable period in history have the dimensions of the battlefield been so altered by rapid technological changes. The need for the tactical doctrines of the Army to remain correspondingly abreast of these changes is thus more pressing than ever before. Future conflicts are not likely to develop in the leisurely fashions of the past where tactical doctrines could be refined on the battlefield itself. It is, therefore, imperative that we apprehend future problems with as much accuracy as possible. One means of doing so is to pay particular attention to the business of how the Army's doctrine has developed historically, with a view to improving methods of future development.
The Department of Defense (DOD) faces a strategic choice: whether to focus on modernization for high-tech conflicts with China and Russia or expand forces and improve readiness to meet a superpower’s commitments for ongoing conflicts and crisis response. In their FY 2018 budgets, the services all complain that they are too small for the demands being put on them and hedge toward expanding forces and readiness. In the new DOD strategy being developed for 2019 and beyond, the services hope to pursue all three goals—expand forces, improve readiness, and increase modernization—but the fiscal future is highly uncertain, and they will likely have to make difficult trade-offs.
Interdisciplinary research study of economic policy strategy associated with the second national planning programme of India, with particular reference to the political aspects of economic planning - covers modernization, industrialization, the political system, etc., and concludes that national political power and defence goals are major considerations in shaping development strategy. Bibliography pp. 231 to 239 and statistical tables.
ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.