Strategic Issues

COL Joseph Sheridan (USA), Ms. Bernice Parkhill (USA), COL Gregory Frazier (USAR), COL Jason Seery (USA), LTC Matt Williams (USAR); Report from the US Army War College, Center for Strategic Leadership; In this report, the authors explore how emerging technologies are poised to transform military intelligence operations. The report identifies key technologies such as quantum computing, 5G and 6G communications, machine learning, and advanced sensors that are expected to enhance the capabilities of intelligence analysts. These advancements will enable analysts to process vast amounts of data more efficiently and make informed decisions in complex environments. However, the report emphasizes the continued necessity of human oversight to navigate the areas where technology falls short, ensuring that the integration of these technologies supports rather than replaces human judgement in military intelligence operations.

Communication Campaigning: Experiential Activity Book Dr Thomas P. Galvin Activity book from the US Army War College, Department of Command, Leadership, and Management, School of Strategic Landpower, US Army War College Press, Strategic Studies Institute "The purpose of this Activity Book is to provide a series of experiential exercises that allow readers to construct communication campaigns as described in the monograph Communication Campaigning: Primer for Senior Leaders. This workbook is to be considered a living document that will be continuously updated, and therefore there may be differences between the activities herein and their presentation in the companion monograph..."

Responsible Command: Primer for Senior Leaders Dr Conrad C Crane, Dr Thomas P. Galvin, Paul Mikolashek Publication from the US Army War College, Department of Command, Leadership, and Management, School of Strategic Landpower, US Army War College Press, Strategic Studies Institute "When I was a Captain, I was called into the Brigade Commander’s office to talk about taking over a company. I remember a few things about that meeting, but one thing he said has stuck with me ever since. As he was talking, he paused a bit and said, “this command business…it’s a tough thing.” He did not have to elaborate further. With the assumption of command comes with it a daunting responsibility. This is true today as it was then and holds true at every level and only increases the higher up you go. It is exactly the notion of responsibility vested in the commander, that at least from his perspective, makes it a 'tough thing.' "

Strategic Leader Meta-Competencies Stephen Banks, David Eckley, Colonel Silas G. Martinez, Mark Stackle, Prof Louis G Yuengert Publication from the US Army War College, Department of Command, Leadership, and Management, School of Strategic Landpower, US Army War College Press, Strategic Studies Institute "As the capability gap between the United States military and its global competitors continues to shrink, the Army has countered with the launch of a transformative talent management effort to maintain its competitive edge over its rivals. Officer assessments comprise a critical component of the Army’s effort. While doctrinal requirements and existing measurement tools facilitate implementation of assessments for junior and mid-grade officers, assessment strategies for senior leaders are underdeveloped. This report informs talent management at the strategic level."

Campaign Planning Handbook AY21 Col. Keith Burkepile, COL Matthew D. Morton, COL Veronica Oswald-Hrutkay Publication from the US Army War College, Department of Military Strategy, Planning, and Operations, School of Strategic Landpower "The purpose of this document is to assist United States Army War College students during the Military Strategy and Campaigning (MSC) 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 draft doctrine awaiting signature, published doctrine, and emerging concepts, all at the higher levels of joint command, with a primary emphasis at the combatant command level."

Theater Army Role in Multi-Domain Operations - An Integrated Research Project Gregory L. Cantwell Paper by the US Army War College, Center for Strategic Leadership "The USAWC is responsible for educating the next generation of senior leaders on the application of strategic Landpower. This cannot be accomplished without providing a thorough understanding of the roles of the theater army. This integrated research project provides a foundational understanding of the challenges facing the Joint force in applying the MDO concept to the future operating environment and the science of how the Army prepares for large scale combat operations at the strategic level."

by Lt Col Nicholas Delcour (USAF), Lt Col Louis Duncan (USAF), Mr Stephen Frahm (DOS), CDR Patrick Lancaster (USN), Lt Col Lance Vann (USAF). Under the Direction of: Prof Kristan Wheaton; Publication by Estimation of Technology Convergence by 2035 This comprehensive analysis from students at the U.S. Army War College’s Futures Seminar explores the anticipated convergence of various technologies – including artificial intelligence, biotechnology, and quantum technology – by 2035, highlighting their potential military applications and implications for national security. The authors, a diverse team of military and government professionals, utilize structured analytic techniques to project significant technological advancements and their synergistic effects, emphasizing the critical need for strategic foresight in military planning and operations.

Vincent A. Amerena Sr., Steven M. Clark, Andrew L. Heymann, Martin D. Lepak, John A. Urciuoli; Document from the US Army War College, Center for Strategic Leadership; This document outlines a strategic framework for evolving the Army’s talent management approach to meet future demands. It identifies 12 critical elements necessary for a talent-based system, emphasizing the importance of a self-learning system, visibility of the total force, and expandable access to personnel across the Department of Defense. Additionally, the report addresses procedural and cultural impediments that could hinder the implementation of an agile system, such as mobile access to the talent marketplace and military compensation challenges. The report serves as a blueprint for transforming Army personnel management to align with emerging workforce trends and operational needs by 2035.

Ashraf S. Abdelhak, Jerry A. Brown, Rafael A. Duran, Russell V. Hoff, Samuel P. Smith; Document from the US Army War College, Center for Strategic Leadership; This document meticulously evaluates the modernization plans and defense strategies of key global players, including China, Russia, Iran, and North Korea, identifying 19 capabilities and 22 unique threat signatures that will likely evolve. The report emphasizes the necessity for the U.S. Army to develop sophisticated, integrated sensor systems capable of detecting both technical and non-technical signatures, as adversaries increasingly employ advanced technologies such as electronic warfare, cyber capabilities, and stealth to obscure their actions. As global powers continue to enhance their military capabilities, this analysis serves as a crucial guide for maintaining strategic superiority and ensuring national security.