GETTING A FIX ON THE FUTURE
excellence, and the materiel development efforts of the program executive offices (PEOs) working collaboratively across the Army portfolios.
Tat long-range planning approach now informs the POM, which becomes the instrument to implement the long-range strategy. Difficult choices still abound, but 30-year modernization planning bet- ter equips the Army to frame its decisions: Which choices will allow the Army to retain the most capability in the long term?
CYBERSPACE IS KEY
Security experts consider threats in cyberspace to be among the most dangerous of all challenges facing U.S. military forces. Effective planning for Force 2025 includes developing defenses against cyberattacks as well as operationalizing the cyber realm, say senior Army leaders. (SOURCE: Thinkstock)
them we’re going to have to do earlier, and we’re going to have to resource that appropriately. Some of them we’re going to have to stretch out later, which means we might have to do some upgrades for these platforms until we can get to where we can bring in a new platform.”
It also might mean more tation and experimen- early prototyping while
programs are still in the science and technology portfolio, Miller said. Exam- ples of this methodology can be found in the development of enablers—such as for assured position navigation and timing as an alternative to GPS, and subsystem demonstrations for the next- generation Future Fighting Vehicle—in anticipation of getting funding later for a future POR product development.
Bottom line: “You start to live within the resources available to the Army,” said Miller, who has worked in the Pentagon on and off since she became S&T liaison to the deputy chief of staff of the Army for operations – force development in 1999. “In my opinion, this is the first time we’ve really done deliberate planning that extended beyond the POM cycle,” she said. “And so we’re talking a lot more. We’re planning together a lot more.”
STRATEGICALLY SOUND CHOICES Tis new, long-term approach to modern- ization planning—evaluating operational needs 30 years into the future—integrates threat analyses from the intelligence community, gap analyses and moderniza- tion strategies developed by the centers of
Much of the discussion at the AUSA Institute of Land Warfare (ILW) Win- ter Symposium and Exposition Feb. 19-21 in Huntsville, AL, concerned how senior leaders across the Army—includ- ing the AL&T Workforce in ASA(ALT), the long-range thinkers of U.S. Army Training and Doctrine
Command
(TRADOC) and the Army Capabili- ties Integration Center (ARCIC), and the researchers, developers, maintainers and sustainers of U.S. Army Materiel Command (AMC)—are making those choices for Force 2025 and beyond. With the theme “America’s Army: Sustaining, Training and Equipping for the Future,” the symposium drew about 5,800 exhibi- tors and participants and featured panel discussions on modernization, the opera- tional environment in 2025, requirements for 2030 and operationalizing the Army’s cyber domain, among other topics.
Meanwhile, as the following articles in this issue illustrate, the PEOs have been immersing themselves
in the myriad
details of 30-year modernization plan- ning and have learned some lessons in the process.
SEEDS OF THE FUTURE
“We’re navigating a very challenging period for our Army” with the drawdown of forces during a period of “dramatic
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Army AL&T Magazine
April–June 2014
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