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The U.S. Army Professional Writing Collection showcases articles from a variety of professional journals that focus on relevant issues affecting The Army. This micro-site seeks to stimulate innovative thinking about the challenges that may face tomorrow's Army. It is further intended that the articles featured on this site cause reflection, increased dialogue within The Army Community, and in the best case, action by Soldiers. Updated monthly, these articles are written by Soldiers, civilians, academics, and other subject matter experts. Links to various Army publications, Department of Defense journals and selected non-governmental defense-related publications are also provided on this site.

Strategic Leader Readiness and Competencies for Asymmetric Warfare

Strategic Leader Readiness and Competencies for Asymmetric Warfare “We have to put aside the comfortable ways of thinking and planning, take risks and try new things so that we can prepare our forces to deter and defeat adversaries that have not yet emerged to challenge us.” This article seeks to identify the adaptive linkages that exist between strategic leader competencies and the mental readiness for asymmetric and more conventional warfare. Fortunately, the writings of Sun Tzu and Clausewitz seem to offer a framework to help guide the needed adaptation in strategic leader thinking with regard to asymmetric approaches to warfare. An identification of these characteristics in the writings of both Sun Tzu and Clausewitz offers the opportunity to adapt their concepts to the present and anticipated challenges of asymmetric approaches to warfare. However, it is also important to recognize that while “asymmetry is important to strategy . . . not everything is asymmetry.”

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Reach: Leveraging Time and Distance

Reach: Leveraging Time and DistanceREACH, reachback, split-based operations, sanctuary, knowledge center; this seemingly endless lexicon adds nothing to the Army's knowledge nor lends any credibility to the widely accepted but still nascent concept of reach. Seldom has an idea been so wholeheartedly embraced, so roundly advocated, yet so little understood or unimplemented. Yet, everyone firmly agrees that all future Army operations will incorporate multilevel, multifunction reach operations. I do not seek to disprove the utility of the reach concept; the intelligence community has organized itself around the concept for more than a decade and has proven its feasibility. However, to believe the doctrine is universal in its applicability without regard for some basic rules is folly.

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The Objective Force: Transforming Today's Concepts Into Tomorrow's Joint Warfighting Capabilities

The Objective Force: Transforming Today's Concepts Into Tomorrow's Joint Warfighting Capabilities"Absent innovative thought and a willingness to integrate social advancements, triumphant warrior systems frequently become fossilized in their moment of glory.” The timeless quest for combat speed and mobility has prompted many historic army transformations. Approximately 2,400 years ago, Philip II reformed the Macedonian army. Seeking to gain the battlefield initiative through speed and mobility, Philip instituted new acquisition and logistics procedures that drastically restricted the traditional baggage train that followed armies of that era. His combat successes were legendary in the Greek world. Philip’s military legacy passed to his young son, who went on to conquer an empire and establish himself as Alexander the Great.

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From Revolution to Transformation - The State of the Field

From Revolution to Transformation - The State of the FieldWhile transformation means different things to different people, there are two main schools of thought on this subject. One identifies transformation exclusively with the revolution in military affairs (RMA) and the other perceives it more broadly, as a process of adapting the Armed Forces to the security challenges of the post-Cold War era. Transformation is not synonymous with modernization. According to the U.S. Air Force Transformation Flight Plan, the former leads to major improvements in warfighting capabilities and the latter involves incremental upgrades. There is no single metric or framework that distinguishes among concepts that are transformational and those that are not. "In the end, determining what is transformational comes down to qualitative judgement calls by informed senior leadership."

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June 2003 | Volume 1.1