Campaign Planning Handbook AY19 Authored by: USAWC School of Strategic Landpower/DMSPO. Edited by: COL Mark Haseman. October 19, 2018

The purpose of this document is to assist United States Army War College students during the Theater Strategy and Campaigning (TSC) course. It also serves to assist commanders, planners, and other staff officers in combatant commands (CCMD), joint task forces (JTF), and service component commands. It supplements joint doctrine and contains elements of emerging doctrine as practiced globally by joint force commanders (JFCs). It portrays a way to apply published doctrine and emerging doctrine at the higher levels of joint command, with a primary emphasis at the combatant command level.

Campaign Planning Handbook AY17 Authored by: COL Douglas W Bennett, COL Tarn D Warren. November 21, 2016

The purpose of this document is to assist United States Army War College students during the Theater Strategy and Campaigning (TSC) course. It also serves to assist commanders, planners, and other staff officers in combatant commands (CCMD), joint task forces (JTF), and service component commands. It supplements joint doctrine and contains elements of emerging doctrine as practiced globally by joint force commanders (JFCs). It portrays a way to apply doctrine and emerging doctrine at the higher levels of joint command, with a primary emphasis at the combatant command level.

Leading Change in Military Organizations: Primer for Senior Leaders Authored by: Dr Thomas P. Galvin. September 14, 2018

Senior leaders are told in doctrine that they must lead and manage change. But apart from some popular models for the process of change, there are few how-to guides for leading change in the unique context of military organizations. Moreover, popular change management texts focus on initiating change, and less about inheriting and sustaining change efforts already happening in the unit. This how-to guide draws from a wide range of organizational literature to provide a comprehensive set of questions and guidelines that senior leaders should answer as they navigate change efforts and work to improve their organizations.

2018 - 2020 Key Strategic Issues List Edited by: LTC Charles A. Carlton, USAWC Strategic Studies Institute. August 17, 2018

For over a decade, the USAWC has published the Key Strategic Issues List (KSIL) to inform students, faculty, and external research associates of strategic topics requiring research and analysis. A subset of these topics, designated as Chief of Staff of the Army special interest topics, consists of those which demand special attention. The USAWC will address these as Integrated Research Projects and other research efforts. The USAWC in coordination with Headquarters Department of the Army (HQDA), major commands throughout the Army, and the joint and interagency community have developed the remaining Army Priorities for Strategic Analysis. The KSIL will help prioritize strategic research and analysis that USAWC students and faculty, USAWC Fellows, and external researchers conduct to link their research efforts and results more effectively to the Army’s highest priority topics.

Defense Management: Primer for Senior Leaders Edited by: Dr Thomas P. Galvin. May 16, 2018

Defense management is ultimately about making strategic decisions and rendering best military advice to the civilian leadership. The processes, systems, and massive amounts of data exist to help make the best decisions possible about the current preparedness and future requirements of the joint force. This Primer provides an introduction to the defense enterprise and the roles of senior leaders in it, especially for those who have limited experience in service, joint, or defense-level organizations.

How the Army Runs 2017-2018 Authored by: LTC (Ret) Tony Caldwell, COL (Ret) Pete Colón, Mr. Keith Dean, COL (Ret) Jude Fernan, LTC (Ret) Larissa Ginty, LTC Nathan Goubeaux, LTC (Ret) Colin Halvorson, MAJ (Ret), Dr Greg Hamlett, COL (Ret) Terry Melton, COL (Ret) Terry Melton, COL (Ret) Ben Rivera, Ms Cherie Sands, Mr Charles Scott, LTC (Ret) Kurt Speed, Mr Brian Sullivan, Ms. Diane Tyler-Grant. Edited by: COL Darrell Aubrey, Prof Edward J Filiberti, Prof Fred Gellert, Ms Julie T Manta, Dr Richard M Meinhart, COL Barrett Parker, COL John Sena, COL Jerome T. Sibayan, Mr Paul Tressler, Prof Douglas E Waters, Prof Louis G Yuengert. May 11, 2018

At the time of printing this edition, Army senior leaders have directed a task force under the leadership of the Director, Office of Business Transformation, Lieutenant General Edward C. Cardon to organize the Army Futures Command (AFC) with an initial operational capability of 1 July 2018. The Army’s current modernization enterprise is challenged to generate requisite capabilities that ensure overmatch against our adversaries. Past ways of thinking, organizing, and executing have limited the Army’s ability to pace technological development against adversaries like Russia and China. The Army has established eight cross-functional teams each led by a one-or-two-star general or senior executive service equivalent officer with combat experience to determine high-priority areas where the Army wants to make big capability leaps. This is an inward look to reduce bureaucracy and create a fundamental shift in Army culture and practices. The implications of the AFC on Force Management will be significant and far reaching.

Today, Army Force Management enables Army leaders to generate trained and ready forces for Combatant Commanders (CCDRs). This reference manual provides Army leaders with the details of how people, processes and products come together to balance ends, ways and means to achieve Army objectives.

This Reference Book serves as a primer and ready reference to officers preparing to assume command, leadership and management positions at the strategic level. The volatile, uncertain complex and ambiguous (VUCA) operational environment drives the Army to re-examine how it determines and approves requirements, re-cast how it archives modernization rapidly and at reduced costs while implementing Sustainable Readiness (SR).

Campaign Planning Handbook AY18 Authored by: USAWC School of Strategic Landpower/DMSPO. February 27, 2018

The purpose of this document is to assist United States Army War College students during the Theater Strategy and Campaigning (TSC) course. It also serves to assist commanders, planners, and other staff officers in combatant commands (CCMD), joint task forces (JTF), and service component commands. It supplements joint doctrine and contains elements of emerging doctrine as practiced globally by joint force commanders (JFCs). It portrays a way to apply doctrine and emerging doctrine at the higher levels of joint command, with a primary emphasis at the combatant command level.

Strategic Leadership Primer: 3rd Edition Edited by: Dr Stephen J Gerras. June 25, 2010

The original edition of the Strategic Leadership Primer, published in 1998, served the U.S. Army War College (USAWC) well as a basic overview of Strategic Leadership. Written by Dr. Rod Magee with the assistance of several other faculty members, it was intended as an orientation reading for students arriving at the USAWC whose backgrounds were primarily in the tactical and operational field environment. The Primer was useful because there was no other adequate work that described and defined strategic leadership in terms that could be understood and applied by USAWC students.

A 2nd edition was published in 2004 and edited by Colonel (Ret) Steve Shambach. This 3rd edition updates significant portions of the Primer, especially Chapters 1, 2, and 3 and also adds a chapter on decision making (Chapter 5). It is not that the nature of strategic leadership has changed drastically, rather this edition preserves the salient features of the original editions. It is updated with contemporary literature and examples to sustain the Primer’s relevance.

The editor acknowledges the tremendous contributions of Colonel Murf Clark and Professor Charles Allen, along with editing assistance from Commander Traci Keegan and Dr. Richard Meinhart, while also acknowledging previous edition contributions from Dr. Lenny Wong, Dr. Craig Bullis, and Colonel (Ret) George Reed.

2017-18 Key Strategic Issues List Edited by: COL Todd E. Key. November 15, 2017

For over a decade, the USAWC has published the annual Key Strategic Issues List (KSIL) to inform students, faculty, and external research associates of strategic topics requiring research and analysis. Part I of the Academic Year (AY) 2018 KSIL, referred to as the Chief of Staff of the Army Special Interest Topics, consists of critical topics demanding special attention. A subset of these topics will be addressed by the USAWC as Integrated Research Projects. Part II: Army Priorities for Strategic Analysis, has been developed by the U.S. Army War College in coordination with Headquarters Department of the Army (HQDA) and Major Commands throughout the Army. The KSIL will help prioritize strategic research and analysis conducted by USAWC students and faculty, USAWC Fellows, and external researchers, to link their research efforts and results more effectively to the Army’s highest priority topics.

2016-17 Key Strategic Issues List Edited by: Prof John F Troxell. July 01, 2016

The United States faces security challenges within a global context of rapid technological change, significant demographic shifts, an uncertain economy, and geostrategic power dynamics of historic proportions. These conditions intensify the level of uncertainty and the pace of change, and raise the potential for significant interstate conflict to levels higher than at any time since the end of the Cold War. We must continue to focus the efforts of the Army's educational institutions on addressing these seemingly insurmountable challenges. The Key Strategic Issues List (KSIL), developed by the U.S. Army War College, in coordination with Headquarters, Department of the Army and major commands throughout the Army, includes issues we must address to ensure the Army of 2025 and beyond will continue to meet the needs of the Nation. As we build a new future to deal with this growing complexity, the Army will require evolutionary change, and this change begins by changing mindsets. This necessary change must be based on rigorous research and the development of ideas that are invaluable to the Army and to the Nation. With your work and research, our Army will be better prepared for the future and the threats posed against our Nation's interests.