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CSIS senior adviser Mark Cancian annually produces a series of white papers on U.S. military forces, including their composition, new initiatives, long-term trends, and challenges. This report is a compilation of these papers and takes a deep look at each of the military services, the new Space Force, special operations forces, DOD civilians, and contractors in the FY 2021 budget. This report further includes a foreword regarding how the Biden administration might approach decisions facing the military forces, drawing on insights from the individual chapters.
China's rise to global economic and strategic eminence, with the potential for achieving pre-eminence in the greater-Asian region, is one of the defining characteristics of the post-Cold War period. This work offers a basic understanding of the military-strategic basis and trajectory of a rising China, provides background, and outlines current and future issues concerning China's rise in strategic-military influence. The next decade may witness China's assertion of military or strategic pressure on Japan, the Korean Peninsula, India, the South China Sea, the Taiwan Strait, Central Asia, or even on behalf of future allies in Africa and Latin America. While conflict is not a foregone conclusion, as indicated by China's increasing participation in many benign international organizations, it is a fact that China's leadership will pursue its interests as it sees them, which may not always coincide with those of the United States, its friends, and allies. Until now, no single volume has existed that provides an authoritative, comprehensive, and concise description of China's evolving geo-strategy or of how China is transforming its military to carry out this strategy. Fisher examines how China's People's Liberation Army (PLA) remains critical to the existence of the Chinese Communist government and looks at China's political and military actions designed to protect its expanded strategic interests in both the Asia-Pacific and Central to Near-Asian regions. Using open sources, including over a decade of unique interview sources, Fisher documents China's efforts to build a larger nuclear force that may soon be protected by missile defenses, modern high technology systems for space, air, and naval forces, and how China is now beginning to assemble naval, air, and ground forces for future power projection missions. His work also examines how the United States and other governments simultaneously seek greater engagement with China on strategic concerns, while hedging against its rising power. Although China faces both internal and external constraints on its rise to global eminence, it cannot be denied that China's government is pursuing a far-reaching strategic agenda.
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.
Comparing U.S. Army Systems with Foreign Counterparts: Identifying Possible Capability Gaps and Insights from Other Armies provides the U.S. Army's Force Development and others an opportunity to contrast selected U.S. Army systems and capabilities with comparable foreign weapons. The sponsor of the research, G-8, Headquarters, Department of the Army, was interested in gaining insights into how various U.S. Army systems compared with similar foreign counterparts in order to identify possible capability gaps, as well as good ideas that other armies might have that the U.S. Army could consider adopting. Based on the time and resources that were available, the research focused on armored fighting vehicles, helicopters, rocket and cannon artillery, and various logistics platforms. The armies that were selected for the comparisons included U.S. allies as well as potential future opponents. The organizing principle for the research was the Army's warfighting functions. These functions include movement and maneuver (air and ground), intelligence, fires (indirect), sustainment, mission command, and protection. The comparison of the Army's systems with their foreign counterparts was performed within this framework. The primary data used to develop comparisons were the on-the-record attributes of a system, such as the range of weapons and the munitions they fire, weight and protection levels of vehicles, carrying capacity of vehicles either in terms of numbers of personnel or cargo, and range and payload characteristics of helicopters. In addition to performing direct system-to-system comparisons, the research was able to identify crosscutting insights and issues that spanned several of the warfighting functions.
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.
Modernizing Learning: Building the Future Learning Ecosystem is an implementation blueprint for connecting learning experiences across time and space. This co-created plan represents an advancement of how and where learning will occur in the future. Extensive learning and technological research has been conducted across the myriad disciplines and communities needed to develop this holistic maturation of the learning continuum. These advancements have created the opportunity for formal and informal learning experiences to be accessible anywhere, anytime, and to be personalized to individual needs. However, for full implementation and maximal benefits for learners of all ages and within all communities to be achieved, it is necessary to centralize and coordinate the required connections across technology, learning science, and the greater supporting structures. Accordingly, the ADL Initiative has taken the lead in this coordination process, connecting Government, Military, Academia, Industry, and K-12 teachers, instructors, technologists, researchers, and implementers to create and execute a coordinated transition process. Input was included from stakeholders, communities, and supporting entities which will be involved in this advancement of the life-long learning ecosystem.
Since the end of the Cold War, the United States Army has been reengineered and downsized more thoroughly than any other business. In the early 1990s, General Sullivan, army chief of staff, and Colonel Harper, his key strategic planner, took the post-Cold War army into the Information Age. Faced with a 40 percent reduction in staff and funding, they focused on new peacetime missions, dismantled a cumbersome bureaucracy, reinvented procedures, and set the guidelines for achieving a vast array of new goals. Hope Is Not a Method explains how they did it and shows how their experience is extremely relevant to today's businesses. From how to stay on top of long-range issues to how to maintain a productive work force during times of change, it offers invaluable lessons in leadership and provides proven tactics any business can implement.
How and when do military innovations take place? Do they proceed differently during times of peace and times of war? In Winning the Next War, Stephen Peter Rosen argues that armies and navies are not forever doomed to "fight the last war." Rather, they are able to respond to shifts in the international strategic situation. He also discusses the changing relationship between the civilian innovator and the military bureaucrat. In peacetime, Rosen finds, innovation has been the product of analysis and the politics of military promotion, in a process that has slowly but successfully built military capabilities critical to American military success. In wartime, by contrast, innovation has been constrained by the fog of war and the urgency of combat needs. Rosen draws his principal evidence from U.S. military policy between 1905 and 1960, though he also discusses the British army's experience with the battle tank during World War I.
Annotation The most thorough overview of the Chinese defense programs and Sino-American military relations by a leading authority.