Institute of Land Warfare 

  "U.S. Army Special Operations Forces: Integral to the Army and the Joint Force"
(Torchbearer National Security Report, March 2010) 
Discusses how Army special operations forces, teamed with general purpose forces, achieve strategic effects through tactical- and operational-level excellence on the battlefield and in lesser-known areas around the world. The ability to control and influence people establishes the strategic underpinnings of this nation's security and its land forces. Landpower--lethal, engaging, enduring--remains a keystone in the overarching integration of all elements of national power. The U.S. defense strategy reinforces the principle of balance: in the response to the current conflict while preparing for future ones; in preparing for full-spectrum operations; and between the cultural advantages that have provided security and the cultural changes needed to preserve it. Army special operations forces, a key element of landpower, are an integral part of the Army and the joint force and provide the nation with unique, sophisticated and tailored capabilities.

"Army Software Transformation: Delivering Applications to the Warfighter"
(Torchbearer Issue Paper, February 2010) 
Examines the current environment for software applications and how Army Software Transformation will help the Army's information systems radically decrease the time it takes to deliver relevant applications across the force. The Army's goal is for Soldiers to have a smartphone-like experience wherein applications, services and data are accessible globally without requiring end-user intervention or costly, inefficient and burdensome technical support. Faced with enemies skilled at exploiting cheap, commercially-available communications devices and off-the-shelf electronics, the Army has implemented this new approach to software acquisition and implementation to stay relevant to the challenges posed by the complex global security environment.

  "The Army Management Enterprise"
(Defense Report 10-1, February 2010) 
Briefly examines how the Office of Business Transformation (OBT), established in April 2009, will help the Army run its business operations more effectively and efficiently, including business systems architecture, information technology acquisition oversight and business process reengineering. In October 2009, the Under Secretary of the Army was designated as the Army's Chief Management Officer, who will work with the Army Secretary and other pertinent stakeholders to determine the missions, roles, responsibilities and staffing of the OBT. The Army's business transformation is driven by an urgent requirement to align the end-to-end business processes of the generating force, and the capabilities they provide, to the operational needs of an expeditionary and campaign-capable force.

 

 "Advance Payments to Small Defense Contractors"
(Defense Report 09-6, December 2009) 
Briefly examines the current system for granting contracts to both large and small businesses and discusses how to improve the system by allowing small businesses to receive advance payments to better compete with large companies for contracts. The Army is expected to add 1,400 personnel to its contracting workforce within the next three to five years, but the market remains restricted to large business contractors that have upfront financial support. Thus, small businesses are inherently disadvantaged in their ability to support government contracts. To remedy the situation and ensure that Soldiers are receiving the best products and services from contractors, the Defense Department is supporting measures to authorize advance payments to small businesses for initial costs, allowing them to compete with large companies.

"The Evolution of the U.S.-Japan Alliance"
(National Security Watch 09-4, 29 December 2009) 
Examines the history of the United States' relationship with Japan since World War II, and how the recent election in Japan and subsequent upheaval of the once-dominant Liberal Democratic Party (LDP) has affected the future of this alliance. American forces have maintained a presence in Japan since their occupation following the war, providing security to Japan because its constitution prohibits the maintenance of military forces. As time and distance dim memories of the militaristic Japan of the 1930s and 40s, opposition has risen to the presence of foreign troops on Japanese soil, as have arguments for a more independent, assertive Japanese foreign and defense policy. Overall, the close relationship between Japan and the United States is strong and beneficial to both nations, but U.S. policymakers should work with the Japanese to ensure that the relationship remains fundamentally sound as it adapts to the new Japanese outlook.


 "A 21st Century Campus for Battle Command Training"
(Torchbearer Issue Paper, December 2009) 
Describes the Battle Command Training Center (BCTC) at Fort Lewis, Wash., as an example of how to enhance home station unit training and leader development. BCTCs teach and train the skills necessary for successful battle command and help foster the knowledge and attributes needed for effective leadership. Fort Lewis has a unique combination of programs--the BCTC, the Army Center for Enhanced Performance, the Stryker Brigade Combat Team Warfighters' Forum and the Asymmetric Warfare/Counter-Improvised Explosive Device Team--that operates at the cutting edge of new, ground-breaking technologies and methodologies across the range of live, virtual, constructive and gaming environments. The innovative capabilities they offer, and the synergy they produce, offer powerful training enablers, applicable to operations all along the specturm of conflict.
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 "AUSA + 1st Session, 111th Congress = More Work Ahead"
(Special Report, December 2009)
Briefly describes the major objectives AUSA wanted to achieve in the first session of Congress and what actions were taken for each. In this session, the 111th Congress recognized the demands on Soldiers and their families and worked to restore the readiness of ground forces, which have been strained by extended deployments worldwide, especially in Iraq and Afghanistan. Yet challenges remain to meet demands for ground forces and to sustain Soldiers, families and Army civilians as well as to retain hard-earned veteran and retiree benefits. The best efforts of all AUSA members will be required to guarantee funding of initiatives to ensure Soldiers' and their families' quality of life is equal to the services they provide.

 

   "Churchill and Obama: Leveraging Strategic Communication to Accomplish Grand Strategy"
by MAJ Bryan N. Groves (Lanpower Essay No. 09-4W, November 2009)
Discusses British Prime Minister Winston Churchill's use of strategic communications as a leadership tool to rally his constituency, articulate values and build strong partnerships during World War II. Barack Obama is following Churchill's lead in these areas, using communications not only to win the presidential election but also to strengthen U.S. ties with its foreign allies and accomplish domestic goals. Despite critics who would dismiss Obama's strategic communication as "all talk" and call for substance to follow speech, Churchill's leadership of Britain during World War II serves as an important reminder of the impact a gifted orator can have on world events.

  "Our Army's Campaign of Learning"
by General Martin E. Dempsey (Landpower Essay 09-3, November 2009)
Is a transcript of remarks GEN Dempsey made during AUSA's 2009 Annual Meeting and Exposition on 4 October 2009. He identifies four emerging trends in the operational environment and how TRADOC must address them in concept development, leader development and modernization strategy. The initiatives he proposes represent a major investment of intellect and resources from across TRADOC and the Army, building an agile institution that strives for the balance and versatility necessary to face 21st century challenges. 

Key Issues Relevant to U.S. Army Fires and the Warfighter
(Torchbearer National Security Report, October 2009)
Outlines the way ahead for the Fires Force, including changes in doctrine, infrastructure, systems and processes to maximize the synergies shared by Air Defense and Field Artillery. The goal is to continuously adapt to a versatile mix of tailorable and networked organizations, operating on a rotational cycle, to provide a sustained flow of trained and ready forces for full-spectrum operations and to hedge against unexpected contingencies—at a tempo that is predictable and sustainable for the all-volunteer force. The new Fires Center of Excellence acts as a headquarters for the integrated Fires Force, trains and educates Soldiers and leaders, develops capabilities, and provides and sustains a Fires Force to support joint warfighting capabilities. The Army’s Fires senior leadership is implementing a thorough, far-reaching plan to enhance the capabilities of the Fires Force by revolutionizing its institutional base into an effective and efficient enterprise.

 "Fiscal Year 2010 Army Budget: An Analysis"
(Special Report, October 2009)
Details the resources required for the Army to accomplish its missions today and tomorrow. It examines the Army’s proposed budget in the context of the federal and Department of Defense budgets and breaks down requests according to funding authority and programs, from Soldiers’ pay to research and development. It explains budget terminology and procedures, including the supplemental funding process that is necessary for the Army to sustain the current level of operations and provide for Soldiers.

"The Evolution of Noncommissioned Officers in Training Soldiers" by Robert S. Rush
(Land Warfare Paper No. 75, October 2009)
Traces the evolution of the role played by NCOs in Soldier training over the past 234 years. During the Revolutionary War, the Continental Army reflected the egalitarianism of the new democracy, with NCOs seen as little different from the commissioned officers under whom they served. By the start of World War I, the treatment of NCOs more closely resembled that of the Soldiers for whom they were responsible. Today’s NCO Corps reflects America’s increased education and professionalism; the Army’s NCOs are widely recognized as among the finest military professionals in the world, and the current system of Soldier training is the result of more than two centuries of learning and improvement. It reflects numerous hard-earned lessons and is an essential part of what makes NCOs the "backbone of the Army."

The Kurdish Question
(DR 09-5, September 2009)
Provides the context and background of the complex and contentious issue of the Kurdish minority in Iraq. The issue is deeply rooted in the history of the country, and it involves several neighboring countries as well. Many unanswered questions surround the extent and status of Kurdish region, and resolving the issue is vital to the long-term stability of the Iraqi nation.

"U.S. Army Campaign Streamers: Colors of Courage Since 1775"
(Special Report, September 2009) 
Describes the history of Army unit awards for campaign and battle honors from the Revolutionary War to the present, including a list of every campaign streamer. The text has been revised and expanded since its first appearance nine years ago, and provides a unique explanation and insight into the Army's history and accomplishments in defense of the nation.

"Manning Reserve Component Units for Mobilization: Army and Air Force Practice" by Dennis P. Chapman
(Land Warfare Paper No. 74, September 2009)
Attempts to shed light on the considerable evolution in manning practices that has occurred in the last eight years by reviewing the mobilization manning processes of two services in detail—those of the reserve components of the Army and Air Force—along with a brief look at certain aspects of the Marine Corps Reserve process. Major topics examined include Army and Air Force processes for selecting units for mobilization; cross-leveling to bring mobilized units to full deployment strength; replacement operations aimed at keeping already-deployed reserve component units fully manned; and procedures for bringing reserve component volunteers onto active duty for contingency service.

"Dominant Land Forces for 21st Century Warfare" by Edmund J. Degen
(Land Warfare Paper No. 73, September 2009)
Discusses the logic behind a notion of persistent security; how land forces play a critical role in sustaining it; and the constant ebb and flow of firepower versus maneuver warfare to see how modern armies have evolved to meet the threats of their day. This historical vignette is applied to recent lessons learned on the battlefield to create a vision of how to adjust formations and methodologies for force employment in future wars; it is important to analyze how modern doctrinal principles came to exist, whether as a result of the changing environment of warfare, budget constraints or both. Finally, the author argues for dominant land combat forces capable of instituting secure environments globally, thus allowing stability to flourish in these same environments.

Securing Cyberspace: Guarding the New Frontier 
(NSW 09-3, 25 August 2009)
Explores the rapidly evolving challenge of securing the nation's information technology infrastructure. Cyberspace attacks are an ongoing and increasing problem, and complex issues of law, policy and coordination confront those who work to combat them. The White House's review of cybersecurity policy and the Department of Defense's creation of a new sub-unified command for cyberspace are important developments. But further strategy development and improved structures and processes for cybersecurity are still needed.

Proactive Self-Defense in Cyberspace"
by Bruce D. Caulkin, Land Warfare Paper No. 72, August 2009)
Discusses the security vulnerablities of websites and computer networks and how they have been and can be exploited, and provides solutions that DoD can implement to protect itself against a cyber attack. Simply having defensive steps in place should an attack occur is not enough to protect America from would-be hackers. According to the author, DoD's cyber defense strategy needs to be proactive, dynamic and polymorphic in nature to anticipate future attacks. However, this strategy requires personnel with intensive training expertise in cyber defense and the infrastructure necessary to maintain a pool of specialists in cyber warfare. Education, research, manpower and operations for a proactive self-defense in cyberspace must be fully funded now to prevent a disaster in the future.

"Reforming the National Security Council for the 21st Century: Integrating Homeland Security and Transnational Threats"
(Defense Report 09-4, July 2009) 
Discusses the history of the National Security Council (NSC) and its expanding role as an integral component of national security. Because threats are global, transnational and diverse, the NSC, as the President’s national security policymaking and coordinating apparatus, must take a more expansive view of U.S. national security than a traditional military view. The relatively new Homeland Security Council has been integrated into the NSC structure to recognize that homeland security, whether protecting against terrorist attack, natural disaster or the failure of vital infrastructure, is critical to U.S. national security. 

"U.S. Army Special Operations Forces: Integral to the Army and the Joint Force"
(Torchbearer National Security Report, March 2010) 
Discusses how Army special operations forces, teamed with general purpose forces, achieve strategic effects through tactical- and operational-level excellence on the battlefield and in lesser-known areas around the world. The ability to control and influence people establishes the strategic underpinnings of this nation's security and its land forces. Landpower--lethal, engaging, enduring--remains a keystone in the overarching integration of all elements of national power. The U.S. defense strategy reinforces the principle of balance: in the response to the current conflict while preparing for future ones; in preparing for full-spectrum operations; and between the cultural advantages that have provided security and the cultural changes needed to preserve it. Army special operations forces, a key element of landpower, are an integral part of the Army and the joint force and provide the nation with unique, sophisticated and tailored capabilities.
 "Teams of Leaders in U.S. European Command: A Soft-power Multiplier"
by Frederic J. Brown (Landpower Essay 09-2, June 2009) 
Describes the Teams of Leaders culture, a synergistic soft-power multiplier that emphasizes collaboration and networked expertise to support the operations and missions of EUCOM. EUCOM headquarters comprises many separate and interrelated teams of leaders, often nested with one another, that are growing rapidly more joint, interagency, intergovenmental or multinational. While this essay focuses on EUCOM as an example, the policies and programs discussed appear equally applicable across most existing military or civil, governmental or nongovernmental organizations.

 "Transforming U.S. Army Pacific"
(Torchbearer National Security Report, June 2009) 
Discusses the ongoing issues facing the Asia-Pacific theater, including the instability in the Korean  Peninsula, and how U.S. Army Pacific is transforming its forces to meet current and future threats. As the United States continues to fight against terrorism and other threats to national security, USARPAC is working cooperatively throughout the Pacific with allied and partner nations' armies both to expand its influence and to maintain security. It is evolving into a theater army headquarters with the capability to fight and win across the full spectrum of conflict, from peacekeeping to major combat operations, ensuring that the U.S. Army remains the preeminent land warfighting force in the region.

"The Sergeants Major of the Army: On Leadership and the Profession of Arms"
(Special Report, June 2009) 
Includes words from the thirteen Sergeants Major of the Army who have served since the position of Sergeant Major of the Army was established in 1966. It marks the occasion of the Year of the NCO and captures some of the wisdom of these great noncommissioned officers—words that might otherwise be lost forever—and includes tributes from those who have served with them and appreciate how invaluable the SMA is to the NCO Corps. Officers and NCOs alike will benefit from these thoughts, and every NCO should have a copy as part of his or her professional library.