The Army University Strategic Business Plan identifies the ends, ways and means to establish a university within the United States Army. The Army University concept supports the Secretary of the Army (SecArmy) and Chief of Staff of the Army’s (CSA) vision to reinvest and transform our institutional educational programs. This transformation grows leaders’ intellectual capacity to understand the complex contemporary security environment.
We must optimize the human performance of every Soldier and Civilian in the Army Total Force and build cohesive teams of trusted professionals who thrive in ambiguity and chaos. To fulfill this mandate, we must also optimize talent management through work force planning and the acquisition, employment, development, and retention of Army Professionals. As we build better teams comprised of the right individuals, we improve the Army. The principles and functions described in this concept of operations are not intended to address symptoms or second-order problems.
In this paper, the Human Dimension Capabilities Development Task Force (HDCDTF) conducts a comparative analysis of five of the most-widely utilized talent management models found in the academic and professional literature. It then makes a number of recommendations regarding a model for the Army to use as it continues its organizational innovation in pursuit of human performance optimization.
This white paper describes the ongoing effort to create a unified university system for the Army. It outlines the rationale for this effort and makes a compelling case for why it must begin now. This paper also describes how this effort is both a symbolic and substantive change to the Army’s approach to education. Substantively, the Army University will enable more rigorous accreditation of existing education programs and encourage more internal collaboration among Army research institutions.
The Army of 2025 and beyond will effectively employ lethal and non-lethal overmatch against any adversary to prevent, shape, and win conflicts and achieve national interests. It will leverage cross-cultural and regional experts to operate among populations, promote regional security, and be interoperable with the other military services, United States government agencies and allied and partner nations.
The Army Warrant Officer 2025 (WO2025) Strategy identifies the ends, ways, and means to ensure US Army Warrant Officers are technologically agile, adaptive, and innovative leaders - Trusted Professionals - who will maintain capability overmatch and effectively manage logistical demands to “Win in a Complex World.” This strategy was developed and is synchronized with the Army Operating Concept, Force 2025 and Beyond, Human Dimension Strategy, and the Army Leader Development Strategy.
The following points are stressed in this report: weapons by the Japanese, obstacles encountered, the integration of weapons and obstacles in defensive organization, and tactics employed in small unit engagements by both Allied and Japanese troops. In order to make the report as comprehensive and as clear as possible, additional subjects, as listed in the index, have been included. Illustrations, sketches and pictures are in the numbered annexes.
This white paper operationalizes the Army human dimension concepts described in the Army Operating Concept (TRADOC Pam 525-3-1) and the Human Dimension Concept (TRADOC Pam 525-3-7), and is a component of the Force 2025 and Beyond planning process. The Chief of Staff of the Army has directed the Army to become “the nation’s leader in human performance optimization.” This paper outlines a way ahead to achieve this vision.