Operationalizing Distributed Operations: Enlisted Manpower Solutions and Requirements
Abstract
As the Marine Corps works to achieve a Distributed Operations (DO) capability across its 24 infantry battalions, its efforts are undermined by its own enlisted recruiting, assignment, and training policies. These policies must be updated to better reflect the contemporary operating environment and the demands on small unit infantry leaders. As currently planned, Distributed Operations (DO) promises tremendous gains in the combat power and combat effectiveness of Marine infantry units, but it will not meet its maximum potential, nor will it meet the demands of the current and future operating environments. Despite the significant potent benefits of more advanced small-unit and small-unit leader training; improved and more widely fielded communications equipment and optics; and operating methods that exploit the increased capabilities derived from these advances; Distributed Operations fails to deliver its full promise because it remains rooted in industrial age personnel procurement and manpower management models. For Distributed Operations to meet its potential, the Marine Corps must fundamentally redesign its enlisted personnel procurement policies, training and education programs, and assignment practices. This paper will address that redesign focused on infantry squad leaders, the foundational Distributed Operations leaders.
Document Details
- Document Type
- Technical Report
- Publication Date
- May 16, 2005
- Accession Number
- ADA563807
Entities
People
- Christian F. Wortman
Organizations
- Marine Corps University