Taking the Army Through the Looking Glass

Abstract

The bottom line in any change, especially one as important to US national security as the Transformation of its Army, requires ground-swell support for a leader's vision. Transformation of the Army is a fact because the Army leadership has said so, but that's not reason enough for change; the strategic environment of the present and foreseeable future is the real driver. How to inculcate the true rationale for Transformation and build the irreversible momentum to support the necessary change is the real challenge our leadership faces. This paper will address how to achieve this in light of four major points: the contextual basis of change (how the Army has done it before), external constraints imposed by society and government (what do we want an Army for?), the notion of internal 'service cultures' (groups which may be resistant to change), and testing innovations for validity (are there course corrections required enroute to the Objective Force/how do you adjust?).

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Document Details

Document Type
Technical Report
Publication Date
Mar 05, 2001
Accession Number
ADA390518

Entities

People

  • William F. Grimsley

Organizations

  • United States Army War College

Tags

Communities of Interest

  • Counter WMD
  • Energy and Power Technologies
  • Human Systems

DTIC Thesaurus Topics

  • Congress
  • Doctrine
  • Education
  • Governments
  • Lepidoptera
  • Military Budgets
  • Military Education
  • Military Organizations
  • Military Science
  • National Security
  • New York
  • Nuclear Weapons
  • Political Systems
  • Students
  • United States
  • War Colleges
  • Warfare

Readers

  • Maritime Combat Support and Expeditionary Logistics.
  • Organizational Process Management (OPM).
  • Systems Analysis and Design