Foreword

Our Army is serving a Nation at war. This war requires that all elements of our 

national power be applied in a broad, unyielding, and relentless campaign. This 

campaign will not be short; it will require deep and enduring commitment. Our 

Army is a proud member of the Joint Force expertly serving our nation and its 

citizens as we continuously strive toward new goals and improve performance. 

Our individual and organizational approach to our duties and tasks must reflect 

the seriousness and sense of urgency characteristic of an Army at war. Our 

Soldiers and our nation deserve nothing less. This is not business as usual. The 

purpose of this document is to provide the reader with a short guide to the 

Army’s Way Ahead. It explores how we will obtain a more relevant and ready 

campaign-quality Army with a Joint and Expeditionary Mindset. My intent is to 

communicate the Army senior leadership’s view of how the Army will fulfill its 

mission to provide necessary forces and capabilities to the Combatant 

Commanders in support of the National Security and Defense Strategies. 

encourage you to become familiar with the ideas presented here so that you can 

contribute to improving our Army. Are you wearing your dog tags? 

Peter J. Schoomaker 

General, United States Army 

Chief of Staff 

 I 
Our Army at War 

Introduction ........................................................................... 1

Toward a More Relevant and Ready Army.................. 2

A Campaign-Quality Army with a Joint and

Expeditionary Mindset ....................................................... 3

The Army: A Critical Component of the

Joint Team ..................................................................... 4

Train and Equip Soldiers, and Grow Leaders ... 7

Provide a Relevant and Ready Land Power

Capability to the Combatant Commanders as

Part of the Joint Team................................................ 9

The Current to Future Force .................................. 12

Conclusion ............................................................................ 14

Focus Areas........................................................................... 15

Introduction

The Way Ahead is an overview of The 

A r my Str ate gic Planning Guidance 

(ASPG), which as the Army's institutional 

str ateg y re pr esents the Ar m y senior 

leadership's vision of how the Army will 

fulfill its mission to provide necessar y 

forces and capabilities to the Combatant 

Commanders in support of the National 

Security and Defense Strategies. An 

analysis of the strategic environment, national , and ational 

requirements, makes clear the Army must 

be prepared for operations of a type, 

tempo, pace, and duration different from 

those we have structured our forces and 

systems to achieve. Some assumptions 

made and processes developed for a Cold 

War Army or an Army with a "window of 

opportunity" to transform itself, while 

valid at the time, are no longer relevant 

to the current security environment. 

The Ar my, as a key partner in the 

Joint Team, remains fully engaged around 

the globe in fulfilling its responsibilities 

to national security. Ad ditionally, the 

most salient aspect of the current security environment is that we are a Nation 

and an Army at war—a war unlike any we 

have experienced in our history. As the 

National Security Strateg y makes clear, 

"the enemy is not a single political regime 

or person or religion or ideology. The enem y r orism—pr emedita ted, 

politically motivated violence perpetrated 

against innocents." This war is being conducted across the globe and across the full 

range of military operations against rogue 

states and terrorists who cannot be deterred, but nevertheless must be prevented 

from striking against the United States, 

our allies, and our interests. The current 

conflict did not begin on September 11, 

2001, and unlike the great wars of the last 

century, the sort of tangible events that 

so publicly signaled the end of World War 

II and the Cold War may not mark its conclusion. 

We must immediately begin the process of re-examining and challenging our

most basic institutional assumptions, org anizational str uctures, paradigms,

policies, and procedures to better serve

our Nation. The end result of this examination will be a more relevant and

ready force—a campaign-quality Army

with a Joint and Expeditionary Mindset.

Our Army will retain the best of its current capabilities and attributes while

developing others that increase relevance

and readiness to respond in the current

and projected strategic and operational

environments. The remainder of this

document explores what we must become

in order to provide more relevant and

ready forces and capabilities to the Joint

Team.

1

guidance oper

is ter
Toward a More Relevant and Ready Army

To focus our efforts in process of transforming 

increasing the relevance our Army while at war, we 

and readiness of our oper- will redesign our formaating and institutional tions to provide modular, 

forces, the Army has two capabilities-based organicore competencies sup- zations, increasing their 

ported by a set of essential relevance and responsiveand enduring capabilities. ness to the Combatant 

The Army's core compe- Commanders. We will detencies are: (1) train and velop in our leaders, 

equip Soldiers and grow leaders; and Soldiers, and Department of the Army 

(2) provide relevant and ready land (DA) civilians, an unprecedented level of 

power capability to the Combatant adaptability. We must have balance in our 

Commander s as part of the Joint forces, with the ability to operate deciTeam. To further concentrate effort, the sively in an uncertain environment against 

Army's senior leadership has established an unpredictable threat that will make evimmediate focus areas (described on p.15) ery attempt to avoid our strengths. 

with specific guidance for planning, Similarly, we will re-examine our docpreparation, and execution of actions trine, processes, education, tr aining 

aimed at rapidly methodolo g y, 

effecting neces- and systems to 

sary and positive develop and inchange. These stitutionalize a 

constitute Joint and Expedichanges to exist- tionary Mindset. 

ing near- and As we seek to remid-term guid- solve the issues 

ance and are not, associated with 

nor are they in- transforming our 

tended to be, Army for the curall-inclusive. rent and future 

The Army will reorganize its combat security environment, we must not allow 

and institutional organizations to best solutions to be constrained by processes, 

meet the needs and requirements of op- policies, and systems designed for a worlderating in the current and projected system that no longer exists. Processes 

security environment. We must assume and policies can and will change. Systems 

sustained operations will be the norm, and must adapt to the needs of the Soldier, 

not the exception. As we continue the our Nation, and the Joint Force. 

2 
A Campaign-Quality Army

with a Joint and Expeditionary Mindset

To successfully prosecute the Global 

War on Terrorism (GWOT) and ensure 

our Nation's security, the Army must provide the Joint Force with relevant and 

ready capabilities and forces to support 

the National Security and Defense Strategies—a campaign-quality Army with a 

Joint and Expeditionary Mindset. The 

Army provides the Joint Force with the 

campaign-quality combat, combat support, and comba t ser vice support 

capabilities necessary to conduct sustained land warfare; this is our unique 

contribution to the Joint Team and it will 

be maintained. The challenge we must 

address is how to transform our organizations, processes, doctrine, and culture 

so that we are better able to provide this 

contribution to the Joint Force in a more 

prompt and rapid manner. 

Delivering the right Army forces at 

the right place and time is vital to the Joint 

Force commander's ability to defeat any 

adversary or control any situation across 

the full range of military operations. As 

the Army repositions and reconfigures its 

forces, we will expand the Joint Force 

commander's ability to rapidly deploy, employ and sustain forces throughout the 

global battlespace in any environment and 

against any opponent. A Joint and Expeditionary Mindset recognizes that we are 

3 
an Army in contact, engaged in ongoing 

operations and ready to rapidly respond 

to the next crisis as it evolves. 

attitude and spirit—infused across all 

Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, 

and Facilities (DOTMLPF) activities— 

that embraces a forward leaning, modular, 

joint interde pendent and capabilitiesbased Army led by aggressive, intelligent 

and empowered Soldiers who recognize 

opportunities and confidently apply the 

appropriate capabilities of the Joint Force 

in support of the Combatant Commanders. 

The Army : A Critical Component 

of the Joint Team 

Joint Interdependence. The Army is 

a critical component of the Joint Team; 

we must think of ourselves as indispensable and vital members of that team first, 

and as a Ser vice component second. We 

must remain aware that the Army always 

conducts operations—offensive, defensive, stability, and support—in a joint and 

expeditionary context. Prompt, sustained, 

and decisive land combat power acts in 

concert with air and naval power to ensure a synerg y that gives the Joint Force 

capabilities and power well beyond the 

sum of its parts. ew short years, the 

Joint Force has moved from independent, 

de-conf licted operations to sustained 

interoperability. w move rapidly to joint interdependence. 

Joint interdependence is potentially 

the Joint Team's greatest asset. The Ar my 

provides the Joint Force commander with 

unique and complementary capabilities 

across the full spectrum of operations. 

These include supporting civil authorities 

at home and abroad, providing expeditionary forces, reassuring friends, allies, 

and coalition partners, dissuading and deterring adversaries, decisively defeating 

adversaries should deterrence fail, and 

winning the peace as part of an integrated 

interagency post-conflict effort aimed at 

4 

It is an 

In a f

It must no
achieving enduring victory. We must examine all the capabilities resident in the 

Joint Force and determine the Service best 

positioned to provide that capability to the 

Combatant Commanders. We will then be 

able to shed excess and redundant capabilities while concentrating our efforts and 

resources to enhance those capabilities the 

Army is best suited to contribute to the 

Joint Team. Both our combat and our logistics formations will become joint 

interdependent. 

Joint Operations Concepts. The 

Joint Operations Concepts (JOpsC) describe how the Joint Force intends to 

operate 15-20 years in the future across 

the full range of operations. It provides 

the operational context for transformation by linking strategic guidance with the 

integrated application of Joint Force capabilities. The JOpsC also provides a 

unifying framework for developing Service concepts and subordinate joint operating concepts, joint functional concepts, 

and enabling concepts. This framework 

will guide joint operations, as well as provide the foundation for joint and Service 

concept development and experimentation. The JOpsC represents a critical step 

in the new Joint Capabilities Integration 

and Development System (JCIDS), which 

envisions investment in transformational 

capabilities based on developing joint concepts that ar e validated through 

experimentation and informed by joint 

lessons learned. Clearly, Army concepts 

and capabilities must nest within the 

JOpsC and its unifying framework of subordinate concepts and inform the JCIDS. 

The JOpsC builds on the goal of Full 

Spectrum Dominance: the defeat of any 

adversary or control of any situation 

across the full range of military operations. Full Spectrum Dominance is based 

5 
on the ability to sense, understand, decide, 

and act faster than an adversary in any 

situation. In order to succeed in an uncertain, dynamic futur e security 

environment, the JOpsC emphasizes a capabilities-based and adaptable force in 

order to balance capabilities and manage 

risk within a global perspective. The 

JOpsC identifies the future joint force attributes that the Joint Force must embody 

to achieve Full Spectrum Dominance. 

To accomplish assigned missions, the 

JOpsC advocates a Joint Force that is capable of conducting rapidly executable, 

simultaneous and sequential operations 

distributed throughout a non-linear 

battlespace and conducted in close coordina tion with inter ag ency and 

multinational partners. The future Joint 

Force will be able to rapidly build momentum and close the gaps between decision, 

deployment, employment, and sustainment of forces. This will require the 

Joint Force to organize and train as capabilities-based force packages, which are 

quickly tailored and scaled for a flexible 

array of capabilities across the range of 

military operations. 

To succeed, the Joint Force must 

adopt a Joint and Expeditionary Mindset, 

re flecting g rea ter versatility and 

deployability, while ensuring the necessar y capabilities to conduct both 

sustained combat and potentially simultaneous operations to re-establish 

stability. We will optimize our forces, 

capabilities, and organizations to best 

contribute to the joint capabilities and 

methods required of each of the joint 

operating concepts and joint functional 

concepts. 

6 
7 

Train and Equip Soldiers, 

and Grow Leaders 

Training and Equipping Soldiers. 

The American Soldier remains indispensable to the Joint Team. Flexible, adaptive, 

and competent Soldiers infused with the 

Army's Warrior Culture fight wars and win 

the peace. Soldiers remain the centerpiece 

of our combat systems and formations. 

American Soldiers, possessed of a fierce 

war rior ethos and spirit, fight in close 

combat, dominate key assets and terrain, 

decisively end conflicts, control the movement of people, protect resource flows,

and maintain post-conflict stability. We

must never forget that it is the Soldier—

fierce, disciplined, well trained, and well

equipped—who ultimately represents and

enables the capabilities we as an Army

provide the Joint Force and the Nation.

We must prepare all our Soldiers for

the stark realities of the battlefield. 

Soldier can sur vive in the current

battlespace without constant training in

weapons and fieldcraft and a continuous

immersion in the Army's Warrior Culture.

There can be only one standard of training for our Soldiers, reg a rdless of

component or specialty. 

and systems must be cross-leveled as necessar y to support the Soldier in the

warfight. We must not forget it is our

Soldiers who remain the crucial link to

both realizing Future Force capabilities

and enhancing the effectiveness of Current Forces. We must treat Soldiers

themselves as the ultimate combat system,

and to this end, conduct a holistic review

and analysis of individual Soldier institutional and unit training, equipping, and

readiness needs. As a system, Soldiers

must be medically protected and sustained

for optimum performance throughout

their service.

We must likewise prepare our Soldiers, civilians, and families for the

sustained challenge of serving a Nation

at war. The Well-Being of our Soldiers,

civilians, and families is inextricably linked

to our Army's

readiness .

Our Well-Being programs

and 

support systems must be

synchronized

with rotation

schedules and

optimized to

support deployed units

anchored by

flagship installations. We recognize that our Soldiers

and their families need an element of predictability and order in their lives. In the

current str ategic environment, that

equates to knowing when they are most

likely to deploy, and making deployments

as equitable as possible across the force.

Achieving this will require making necessary adjustment to our mix of Active and

Reser ve Component capabilities and

forces. equire the use of

Force Stabilization initiatives to provide

stability for Soldiers and units while enhancing unit cohesion. This will lead to a

more capable force. Finally, it will mean

rethinking and adapting our installation

programs and facilities to better support

No

Our equipment

family

It will also r
our Soldiers and their families. The quality and character of our installations is 

vital to enhancing the well-being of our 

Soldiers, civilians, and families, as well as 

enabling the Ar my's ability to provide 

trained, ready, and strategically responsive 

forces to the Combatant Commanders. 

Growing Leaders. Leader development systems must be optimized to train 

and educate leaders capable of operating 

as part of a Joint Team at war—leaders 

who possess a Joint and Expeditionar y 

Mindset. The Army will take action across 

a broad front to make jointness an integral part of our culture. Our systems will 

educate and reward leaders with the mental agility to thrive at all levels in modern 

war. We must develop in our future leaders the right mix of unit, staff and 

command experience, and training and 

education opportunities to meet the current and future leadership requirements of 

the Army and the Joint Force. Our leader 

development systems and facilities will be 

re-designed for the current and future 

strategic environment and acknowledge 

the current and projected pace of operations and de ployments. T he officer, 

non-commissioned officer, and DA civilian education systems will be adjusted to 

reflect our operating environment and deployment patterns, as well as reflecting 

Force Stabilization initiatives. We will 

identify, prepare, and assign select Army 

military and civilian leaders for key positions oint, inter ag enc y, 

multinational, and Service organizations 

and develop and institutionalize the sys8 

within J
tems required to sustain 

these assignments. 

To develop and train agile and adaptive leaders able 

to conduct simultaneous, distributed, and continuous 

operations, we will refocus 

Combat Training Center and 

Battle Command Training 

Programs. Leader training 

and development within 

these events must complement and help develop the Joint and the full range of militar y operations. 

Expeditionary Mindset and further a War- Modular, capabilities-based forces will 

rior Culture. The training will nest within better support Combatant Commanders 

the Joint National Training Capability and requirements by more effectively enabling 

accurately replicate the realities of the the delivery of the right Army capabilicontemporary operating environment. Fi- ties at the right place and time. This is 

nally, our training institutions must better central to optimizing the relevance of 

enable commanders to develop subordi- Army forces to the Combatant Commandnate leaders. Leader and unit training ers and expanding the Joint Team's ability 

must be more joint and must embed the to rapidly deploy, employ and sustain 

realities of the current strategic and op- forces throughout the global battlespace 

erational environment. We will focus the in any environment and against any optraining center experience on execution ponent. 

and not overly emphasize the deliberate Modular, capabilities-based Army 

planning process. force designs will enable greater capacity 

for rapid and tailorable force capability 

Provide Relevant and Ready Land packages and improve the strategic responsiveness of the Joint Force for full Power Capability to the Combatant spectrum operations. Modular combat 

Commander as Part of the Joint Team support and combat service support units 

Improving Army Contributions to with reduced logistics footprints. Sensethe Joint Team. By developing more and-respond logistics capabilities are 

modular, strategically responsive organi- essential to responsiveness, and they enza tions and cultivating and hance the versatility of the Joint Force to 

institutionalizing a Joint and Expedition- seamlessly transition to sustained operaary Mindset throughout the force, the tions as a crisis or conflict develops. 

Army will greatly increase the Combatant Informed by operational experience and 

Commanders’ ability to rapidly defeat any Future Force designs, the Army will beadversary or control any situation across gin in FY04 to implement this modularity 

9 
in two of its active component divisions. 

These initial conversions will serve as prototypes to help accelerate the modular 

redesign and fielding of the Current and 

Future Forces. 

Moving toward completely independent echelon-above-brigade headquarters 

will also enhance modularity. In accordance with the Unit of Employment (UE) 

construct, a UEx (higher tactical headquarters), and a UEy (operational-level 

headquarters), will provide the command 

and control structure into which modular, capabilities-based Units of Action 

(UA) are organized to meet Combatant 

Commanders’ requirements. Both types 

of UE headquarters, while able to accept 

joint capabilities such as a Standing Joint 

Force Headquarters (SJFHQ) element, 

will have an organic capability, depending on the contingency, to perform 

functions as a Joint Task Force (JTF) or 

Joint Force Land Component Command 

(JFLCC) headquarters. 

The Army's ability to successfully 

provide the Joint Team both rapid expeditionary capabilities and the ability to 

conduct sustained land campaigns across 

the full spectrum of conflict requires both 

active and reserve component contributions. We will restructure the Current 

Force, creating modular capabilities and 

flexible formations while obtaining the 

correct mix between AC and RC force 

structure. This rebalancing effort will enhance the Army's ability to provide the 

Joint Team relevant and ready expeditionary land power capability (See Figure 1). 

STRUCTURING THE FORCE

Figure 1. ucturing the Force 

10 

Str
Our Active Component will provide rapidly responsive, agile, and expeditionary 

forces that typically respond in the first 

fifteen days of an operation. The availability of adequate AC and RC follow-on 

forces provide the Joint Force commander 

the campaign-quality combat, combat suppor t, and comba t ser vice suppor t 

capabilities necessary to achieve operational and strategic objectives and to

conduct sustained land operations. 

Reserve Component will provide strategic depth to reinforce the warfight. They

will also reinforce support operations and

stability operations and lead our efforts

to protect the homeland. Either Active or

Reserve Component units may provide

units of the other components with additional capabilities not normally resident

in those forces. To create and maintain

rapidly deployable and sustainable campaign capability and depth throughout the

force, we will ensure both Active and Reserve Component forces are modular,

tailorable, and capable of coming together

in a number of

force and capabilities packages. This

will allow us to reduce the time now

required for mobilization 

training and improve our ability to

provide Combatant

Commanders with

needed forces and

capabilities.

Redesigning

the force requires a

complementary and

transformational method of building a cohesive team within those organizations.

Force Stabilization for brigade units of action and other modular and scaleable

forces will provide Combatant Commanders with more combat-ready formations.

We will define and develop a plan to

implement Force Stabilization concepts

into the Army beginning in FY 04. Armywide implementation will complement a

rotation-based system of global engagement. This system will also take the

Well-Being of Soldiers and families into

account. 

diers and their families at installations for

extended tours. While some Soldiers may

be sent on unaccompanied tours, they will

then return to their Home-base.

Battle Command capabilities must be

leveraged to enable interdependent network-centric warf are, supported by

sense-and-respond logistics capabilities,

within joint, interagency, and multinational full spectrum operations. The Army

must accelerate the Future Force network

11

Our

and

Home-basing will stabilize Sol-
EVOLVING ARMY TRANSFORMATION

Figure 2. Current to Future Force 

12 

to enhance the Joint Battle Command capabilities of the Current Force. We must 

analyze the development of current network architecture and supporting systems. 

We will re-prioritize development of the 

Network to focus on top-down fielding 

to the Current Force. Experiences and 

lessons lear ned in Operation Enduring 

Freedom and Operation Iraqi Freedom 

will be leveraged to enhance Joint Battle 

Command, including battle command on 

the move, continuous operations over extended distances, blue force tracking 

capabilities and logistics connectivity for 

select Current Force units. Fielding must 

be linked to unit rotation plans. The 

Army will partner with Joint Forces Command in all aspects of netwo r k 

development. 

Current to Future Force. 

Transformation occurs within a conte xt of continuous chang e. We will 

provide for the accelerated fielding of 

select Future Force capabilities to enable 

the enhancement of the Current Force. 

The goal of Army Transformation is to 

provide relevant and ready Current Forces 

and Future Forces organized, trained, and 

equipped for joint, interagency, and multinational full spectrum operations. Army 

transformation occurs within the larger 

context of continuous change brought 

about through the interaction of constantly evolving capa bilities between 

Current and Future Forces (See Figure 2). 

The Current Force is the operational 

Army today. It is organized, trained and 

equipped to conduct operations as part of 
the Joint Force. Designed to provide the 

requisite warfighting capabilities the Joint 

Force commander needs across the full 

range of military operations, the Current 

Force's ability to conduct major combat 

operations underscores its credibility and 

effectiveness for full spectrum operations 

and fulfills the enduring obligation of 

Army forces to fight wars and win the 

peace. The Future Force is the operational 

force the Army continuously seeks to become. Informed by national security and 

Department of Defense guidance, it is the 

strategically responsive, precision maneuver force, dominant across the full range 

of military operations envisioned in the 

future global security environment. 

The Army must continue to develop 

Future Forces while simultaneously spiraling-in Future Force capabilities to 

enhance the effectiveness of the Current 

Force. In developing the Future Force, 

three critical challenges must be addr essed: (1) the Network (C4ISR 

architecture); (2) spiral development and 

field experimentation; and (3) DOTMLPF. 

The process of identifying and accelerating selected Future Force technologies for 

fielding to the Current Force will be fundamental to our success in enhancing the 

relevance and readiness of our Army. 

13 

The Soldier The Soldier’s Creed ’s Creed ’s Creed

I am an American Soldier. 

I am a Warrior and a member of a team. 

I serve the people of the United States and live the Army Values. 

I am disciplined, physically and mentally tough, 

trained and proficient in my Warrior tasks and drills. 

I always maintain my arms, my equipment and myself. 

I am an expert and I am a professional. 

I stand ready to deploy, engage, and destroy the enemies 

of the United States of America in close combat. 

I am a guardian of freedom and the American way of life. 

I am an American Soldier. 

WARRIOR 

ETHOS 

I will always place the mission first. 

I will never accept defeat. 

I will never quit. 

I will never leave a fallen comrade. 
Conclusion

Our first priority is clear; we are engaged in a war now. This warfighting 

mindset is essential and must involve the 

entire Army. Today's terrorist threat is 

unprecedented—it is transnational with a 

vast array of resources and sponsors, inc luding na tion states, non-sta te 

participants, and narco-terrorist organizations. The Army must adapt its forces to 

meet the threat. Terrorist organizations 

have had years to quietly build a worldwide infrastructure. Given the fanatical 

commitment, asymmetric capabilities, and 

adaptability of the threat, it is vitally important to defeat our enemies wherever 

they are found. Adapting our forces to 

meet the challenges of the GWOT will 

require a capabilities based, modular, flexible and rapidly employable Joint-Army 

team, capable of dominating any adversary and controlling any situation across 

the full range of military operations. A 

forward deployed Army must be positioned around the world with the right 

composition and size to provide the maximum flexibility, agility and lethality to 

conduct operations across the full range 

of military spectrum. 

Our Nation, the Joint Force, and our 

Army are engaged in one of the most challenging periods in our history. Failure in 

the current fight is unthinkable. To defeat the enemies who threaten our 

fr eedoms, we cannot r emain sta tic, 

trapped in a web of our own no longer 

relevant policies, procedures, and processes. Transformation 

during a time of sustained 

campaigning will not be 

easy; but it is a practice 

that appears many times in 

the history of our great 

Army. We must examine, 

design, and develop new 

solutions for a new and 

dangerous world, as we 

have done so successfully 

in our past. This will requir e the deep and 

personal commitment of 

every member of the Army 

team - every leader, every 

Soldier, every civilian, and 

every family member. 

14
































Immediate Focus Areas

The Senior Leadership of the Army has established the following immediate focus areas to channel Army efforts on winning the Global War on 

Terrorism and increasing the relevance and readiness of the Army. 

The Focus Areas are: 

 The Soldier – Develop flexible, adaptive and competent Soldiers with a 

Warrior Ethos. 

 The Bench – Prepare future generations of senior leaders. Identify and 

prepare select Army leaders for key positions within joint, interagency, 

multinational and Service organizations. 

 Combat Training Centers/Battle Command Training Program – Focus 

training at CTC and BCTP to meet requirements of current security context, 

and Joint and Expeditionary team. 

 Leader Development and Education – Train and educate Army members 

of the Joint Team. 

 Army Aviation – Conduct a holistic review of Army Aviation and its role on 

the Joint battlefield. 

 Current to Future Force – Accelerate fielding of select Future Force 

capabilities to enhance effectiveness of Current Force. Army transformation 

is part of constant change. 

 The Network – Leverage and enable interdependent, network-centric 

warfare. 

 Modularity – Create modular, capabilities-based unit designs. 

 Joint and Expeditionary Mindset – Retain our campaign qualities while 

developing a Joint and Expeditionary Mindset. 

 Active Component /Reserve Component Balance – Redesign the force 

to optimize the active and reserve component (AC/RC) mix across the 

defense strategy. 

 Force Stabilization – Ensure unit stability and continuity, and provide 

predictability to Soldiers and their families. 

 Actionable Intelligence – Provide situational understanding to 

Commanders and Soldiers with the speed, accuracy and confidence to 

impact current and future operations. 

 Installations as Flagships – Enhance Installation ability to project power 

and support families. 

 Authorities, Responsibilities, and Accountability – Clarify roles and 

enable agile decision-making. 

 Resource Processes – Redesign resource processes to be flexible, 

responsive and timely. 

 Strategic Communications – Tell the Army Story so that the Army’s 

relevance and direction are clearly understood and supported. 

15 
Ar my Strategic Communications 

Room 3B548, Pentagon 

Washington, D.C. 

703-614-7434 

WWW.ARMY.MIL