WE ARE DOING THE FUTURE TODAY!
While remaining committed to the current fight, the
Army is adapting to and also shaping the future.
• Incorporating lessons learned from more than 12
years of conflict into our doctrine, training, education,
force structure, and modernization plans while at the
same time studying the future of conflict.
• Enhancing the capabilities of Brigade Combat
Teams and providing increasingly tailorable, scalable
response packages to Combatant Commanders.
• Modernizing the force.
• Investing in leader development.
• Providing Regionally Aligned Forces to Geographic
Combatant Commanders, giving them an unprecedented
ability to shape the environment in their areas of
• Rebalancing to the Pacific. The Army supports
the President’s Defense Strategic Guidance by helping
shape the strategic environment in this vital region.
- 7 of the world’s 10 largest armies are in the
Asia- Pacific region
- 22 of 28 Chiefs of Defense in the Asia-Pacific
region are army officers
SERVICE TO THE NATION,
STRENGTH OF THE FUTUREWWW.ARMY.MIL
THE ROLE OF THE ARMY
The purpose of our Army remains to fight and win our
• Prevent. The Army prevents conflict by maintaining
credibility based on capacity, readiness, and modernization.
• Shape. The Army shapes the environment by
sustaining strong relationships with other Armies, building
their capacity, and facilitating strategic access.
• Win. If prevention fails, the Army rapidly applies its
combined arms capability to dominate the environment and
• Conflicts are fought across multiple domains – land,
air, maritime, space, cyber – but they are won in the human
domain, in the influencing of friends, adversaries, and
• The Army is the most decisive land force in the world,
and more than any other Service operates in the human
domain, applying landpower across the full spectrum of
conflict to achieve strategic effects.
“We have the opportunity to shape, to change, and to
transform the Army not just to come to terms with the
constraints of today, but to meet the challenges of tomorrow.”
John M. McHugh,
Secretary of the Army
“While we cannot predict the future of our increasingly
uncertain and complex strategic environment, we can be
certain that our Nation will continue to call on America’s
GEN Raymond T. Odierno,
38th Chief of Staff, U.S. Army
The All-Volunteer Army will remain the most highly trained
and professional land force in the world. It is uniquely
organized with the capability and capacity to provide
expeditionary, decisive landpower to the Joint Force and
ready to perform across the range of military operations
to Prevent, Shape, and Win in support of Combatant
Commanders to defend the Nation and its interests at
home and abroad, both today and against emerging
SECRETARY OF THE ARMY PRIORITIES
• Prevent Sexual Assault
• Balance and Transition the Army
• Champion Soldiers, Civilians and Families
• Bolster Army activities in the Asia-Pacific region
• Ensure personal accountability on and off the battlefield
• Tell the Army Story
• Implement Army Total Force policy
• Prudently manage reset, modernization, research and
• Strengthen information assurance and cyber security
• Develop effective energy solutions
CHIEF OF STAFF OF THE ARMY INTENT
My intent is to sustain a high-quality All-Volunteer Army
that remains the most decisive land force in the world;
provides depth and versatility to the Joint Force; is agile,
responsive, and effective for Combatant Commanders; and
ensures flexibility for national security decision-makers in
defense of the Nation at home and abroad.
• Adaptive Army Leaders for a Complex World
• A Globally Responsive and Regionally Engaged Army
• A Ready and Modern Army
• Soldiers Committed to Our Army Profession
• The Premier All Volunteer Army
• Army values, career-long professional development, and
accountability ensure a strong, transparent and ethical
- All Leaders are held accountable and bad behavior will
not be tolerated.
- We will be transparent in investigating all allegations of
• Improving ways to foster moral and ethical climates not
only makes the Army better, but also builds trust, which is
the bedrock of out profession.
- Over 75 % of peers/subordinates perceive Army leaders
as leaders of quality.
- 85% agree/strongly agree their immediate superior
READY AND RESILIENT
Readiness is the end result of the collective employment of
the Army’s resources to prepare, train, support and sustain
its Soldiers, Civilians and Families. The Army is placing
the same emphasis on psychological fitness as it does on
physical fitness. Leaders are responsible for unit readiness
and for building Soldier resilience. They know their Soldiers,
are involved in their lives, and build cohesive teams built on
trust and mutual respect. Leaders work to reduce stigma
and make sure their Soldiers get help when they need it.
BUDGET CHALLENGES AND READINESS
• The FY 2015 Budget Request will reduce the Total Army of
1,075,000 Soldiers down to 980,000 by 2017. Active duty
Soldiers will go down to 450,000 Soldiers; Army National
Guard Soldiers down to 335,000 and Army Reserve Soldiers
down to 195,000 by 2017.
• As stated by the Chief of Staff, the Army can successfully
meet its obligations under the 2012 Defense Strategic
Guidance with an Active Component force of 450,000,
though with significant risk. If the Army were forced to go
below 450,000 in the Active Component, a reassessment of
national security strategy would be required.
• If sequestration-level cuts are resumed in 2016, the
Total Army would have to draw down to an end strength
of 920,000 Soldiers. Active duty Soldiers will go down to
420,000 Soldiers; Army National Guard Soldiers down to
315,000 and Army Reserve Soldiers down to 185,000.
• A reduced budget and limited resources will affect
readiness and impact the Total Army, as well as local
communities. The Army will have to reevaluate its ability
to meet the defense strategic guidance if it draws down to
420,000 active duty Soldiers.
ARMY PROFESSION AND
• The Army Profession—where military expertise, honorable
service, esprit de corps, and stewardship are built on a
foundation of trust—strengthens the force through periods
of transition, reinforces our identity, and provides the critical
foundation for the Army of 2020.
• Leader Development is a mutually shared responsibility
between the institutional Army, the operational Army, and
• Leader Development is our most important investment for
the Army of the Future.
- Training, mentorship, and feedback/360º assessment
tools are the foundation to mold Army leaders.
• Leadership Development is a continuous process; beginning
as young Corporals and Lieutenants, through Sergeants
Major and General officers.
- Candid feedback through formal/informal counseling is
vital to leader development.