The United States (U.S.) Army is a large organization with more than a million soldiers. It is an expensive organization to sustain, and one that is constrained by resources. Uncertainty, complexity, declining resources, and increased demand define the Army’s current strategy. The Army’s strategic leaders are responsible for creating good strategy that solves complex problems and inspires organizational change. They are responsible for reducing uncertainty and complexity while balancing resources and demands. In short, they are responsible for creating good strategy. The Army has a strategy to adapt it towards the future; however, it is difficult to understand because it suffers from the pitfalls of bad strategy. As a result, the Army’s strategy increases uncertainty and a resistance to organizational change. Good strategy provides direction and focus for the organization to follow. It reduces uncertainty, and is necessary for leading organizational change and creating competitive advantages. The purpose of this paper is to describe good and bad strategy, uncertainty and organizational change, and provide recommendations for improving the Army’s current strategy to adapt the Army toward the future.