How the Army Runs 2017-2018

  • May 11, 2018
  • 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
  • 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

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).