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Spearheaded by the OCIO, The Army Digital Transformation Strategy (ADTS) [3] is the overarching framework that will set the vision, establish lines of effort (LOE), and implement strategic digital transformation initiatives prioritized and resourced to provide the capability to innovate and accelerate critical decision-making across all operational domains.
DCS G-6 released the Army Unified Network Plan under the Army Digital Transformation Strategy, to help the Army to establish a Multi-Domain Operations capable force by 2028. The Unified Network will enable Army formations, as part of the Joint Force, to operate in highly contested and congested operational environments with the speed and global ...
Regional army commands (e.g. 3rd Army, 7th Army, 8th Army) will remain in use in the future but with changes to the organization of their headquarters designed to make the commands more integrated and relevant in the structure of the reorganized Army, as the chain of command for a deployed division headquarters now runs directly to an Army ...
The relevant strategy is provided by the Army's leadership to guide Army staff. [3] The resources are "dictated by Congress". [2] A JCIDS process identifies the gaps in capability between Current and Future force. [2] A Force design to meet the materiel gaps is then underway. [2]
Personnel management would also be reorganized as part of the Army transformation. Previously, personnel was managed on an individual basis in which soldiers were rotated without regard for the effect on unit cohesion. This system required unpopular measures such as "stop loss" and "stop move" in order to maintain force levels.
The Center for Army Analysis (CAA), originally labeled the Concept Analysis Agency, was formed as a result of the 1973 STEADFAST Army reorganization which combined missions, functions and elements of the Combat Developments Command (CDC) and the Strategy and Tactics Analysis Group (STAG), organizations that had their origin in the early 1960s, into one analytical organization.
The Army determined that the solution was to join ARL's in-house capabilities with those of commercial businesses and university laboratories. This decision led to the transformation of ARL into a federated laboratory that delegated research and development in digital technologies to newly established research centers in the private sector.
A New Military Framework for NATO, May 2005 by David C. Gompert, and Richard Kugler (NDU) Needed - A NATO Stabilization and Reconstruction Force, September 2004 (NDU) Alternative Approaches to Army Transformation, July 2004 by Joseph N. Mait and Richard L. Kugler; Dual-Track Transformation for the Atlantic Alliance, November 2003 (NDU)