Artificial intelligence, machine learning, hypersonic weapons and even North Korean trash balloons; there is no denying that technology is leveraged in warfare, and that it can manifest in unpredictable ways. How does the U.S. Army conceptualize and prepare for the unknown and increasingly high-tech-infused future battlefield? It can seem daunting, mythical, even, and frankly, overwhelming, considering what the Army must accomplish to keep the nation safe.

Yet, the Army must be prepared to “fight tonight” while continuously transforming to meet future challenges.

Continuous transformation efforts have been conceptualized, as stated in August by U.S. Army Futures Command commander Gen. James Rainey, in three concurrently executed time frames, or horizons. These horizons are transformation in contact, deliberate transformation and concept-driven development.

Futures Command, charged with transforming the Army for future war-winning readiness, takes on continuous transformation using these time frames to efficiently manage the immense task and to show soldiers and their leaders precisely what role they play at each step.

Critical, as always, is the role of the noncommissioned officer. Near-term transformation efforts require NCOs to reinforce and drill the basics in preparation for modern equipment fielding and facilitating incorporation of the new as soon as it reaches their hands. Preparation for the midterm involves investing in both themselves and their soldiers, particularly in becoming more tech-savvy. Finally, to be successful in the long-term horizon, NCOs must begin building a culture of innovation and endurance.

Transformation In Contact

Transformation in contact represents immediate and ongoing changes within the Army, focusing on underway modernization efforts and real-time battlefield feedback. This phase is characterized by rapid integration of new technologies, tactics and organizational structure shifts, which enhance effectiveness and readiness. Many of these changes are informed directly by soldier feedback.

Soldiers have had more input into development and selection of the Army’s next systems than at any other time in the service’s history. Soldier-centered design is executed through field testing, referred to in the Army as soldier touchpoints. These touchpoints bring soldiers into the development process in regular and meaningful ways to provide valuable and realistic input to industry representatives, testers, researchers and acquisition experts concerning capabilities the Army will need.

The Army’s ability to fight and win will benefit from those with the most practical viewpoints. Leaders need to bring the best NCOs and soldiers to touchpoints. The Army is benefiting from this process, as fielding of Next Generation Squad Weapon rifles began earlier this year. The close-combat force is being equipped with the necessary advanced weaponry to increase lethality and precision on the battlefield, tailored from its own insights.

NCOs must respond to fielding by keeping up rigorous training and enthusiasm in the ranks. As new equipment, tactics and structures are presented to the force, the NCO may then hold the key to implementation success through positive reinforcement and expertly blending the old with the new.

NCOs will continue to train soldiers to proficiently operate and maintain new technologies, ensuring they can exploit the full potential of modernized weapons, vehicles and other solutions. Army leaders must ensure soldiers are brilliant at warfighter basics while deliberately integrating the novel into realistic and rigorous training.

Firsthand information from day-to-day interactions with soldiers and equipment must be expertly leveraged with enthusiasm and creativity in both the field environment and daily duties. Incorporation of technology solutions within tasks, from something like a new inventory scanner that supports complex logistic algorithms, or an application that gives immediate visualized feedback from physical training data, is just as important as a new rifle for combat readiness. NCO experiences with existing tools and tactics allow them to identify gaps or areas for operational improvement and correct these areas through training.

Deliberate Transformation

The second time frame, deliberate transformation, involves a more structured and strategic approach, with the Army aiming to deliver six key modernization priorities by 2030. These priorities are designed to build a more lethal, agile and resilient force capable of dominating future conflicts. Delivering the Army of 2030 requires a holistic effort that will transform the total force with critical supporting elements for sustaining that advancement.

However, to be successful in deliberate transformation, the Army is not just developing new weaponry. Significant investment has been made in people, the Army’s No. 1 asymmetric advantage.

To deliver the Army of 2030, the Army’s investment in its soldiers includes reorganizing forces, developing new support equipment and adopting new concepts on how it trains and fights.

Leaders must stay abreast of technological advancements and evolving tactics to prepare units effectively for the dynamic battlefield of tomorrow; a task made easier by Synthetic Training Environment Cross-Functional Team training efforts. Synthetic training environments converge live, virtual, reconstructive and gaming capabilities into an immersive experience. NCOs will be expected to facilitate the practical application of such advanced systems, ensuring soldiers are competent and confident in using new tools without struggling with technology basics.

NCOs can encourage growth in their soldiers’ technical skills by supporting pursuits in advanced technology careers or education, or simply by allowing subordinates to try something new with off-the-shelf technology.

Leaders must maximize expansion of soldier technical capacity by encouraging creativity and knowledge growth. NCOs can do their part by assisting soldiers in enrolling in correspondence courses, utilizing tuition assistance and certification programs, or applying lessons learned through the Army Software Factory or the Artificial Intelligence Integration Center. Leaders must leverage existing educational programs and emerging systems, like synthetic training environments, to keep their units fit and lethal in every domain. 

Concept-Driven Development

Looking beyond immediate and midterm changes, concept-driven development focuses on the visionary planning necessary to design the Army of 2040. This phase anticipates future challenges and opportunities, developing concepts that will shape the long-term trajectory of the Army. While Futures Command predicts the future fight will increasingly be under constant observation, and first contact likely will come from a sensor or robot, what will not change is that warfare remains a human endeavor. Close-combat land dominance will continue to be decisive in battles.

People are therefore the critical ethical and creative component of human-machine integrated teams, which will enable at-scale rapid and agile combat problem-solving necessary for future warfare; culturally, we must be ready for such a venture. NCOs will be there to ensure that soldiers remain effective under the stress of close combat, utilizing advanced technologies to decisive effect.

The transformation process can be disruptive. NCOs play a key role in maintaining morale, a culture of agility and overall unit cohesion during these periods of change.

NCOs must keep soldiers focused and motivated as the soldiers adapt to new systems and processes. To prepare for the concept-driven development horizon, NCOs should expose soldiers to developing technologies early and often to build a level of comfort and confidence in their ability to adapt.

For sustained effectiveness and readiness, particularly in the case of prolonged conflict, NCOs will play a vital role in building endurance across the tactical, operational and strategic levels.

What will the future look like? While there is no certainty, NCOs can prepare their mindsets from the following echelon framework:

At the tactical level, units can expect to be equipped with advanced logistical support systems, robust communication networks and integrated training programs that ensure soldiers can adapt rapidly to evolving battlefield conditions. At the operational level, the focus shifts to coordination of multiple elements and the integration of joint and combined arms operations, leveraging next-generation command-and-control systems to synchronize efforts and maximize combat power. Strategically, the Army is making a sustained investment in modernization, comprehensive force structure planning, a powerful back-end data system and development of strategic reserves that can be mobilized quickly in contested environments.

NCOs’ ability to manage the well-being, morale and welfare of soldiers, no matter what level of operation, will be a decisive factor in ensuring that units can adapt and sustain through a high-intensity conflict.

Call to Action

Technological evolution will punish the unskilled while enabling the skilled. The importance of the Army mastering technological advancement cannot be understated. The Army must be able to fight under constant observation and contact, leveraging sensors yet maintaining the basics of warfighting while transformation capabilities are delivered at the leading edge. NCOs play a pivotal role in making continuous transformation a reality across all three time frames.

It is imperative that NCOs stay engaged with Army transformation efforts. Here are the steps each leader can take to prepare themselves and their formations for each horizon:

• Transformation in contact: Get involved in soldier touchpoints and creatively integrate commercial technologies into training, right now.

• Deliberate transformation: Prepare yourself, leaders, soldiers and future NCOs by building extraordinary proficiency in both the basics of soldiering and familiarity with advancing technology.

• Concept-driven transformation: Begin building a unit culture that remains resilient though exposed to frequent change.

NCO leadership is crucial in the successful implementation of these changes at every echelon of the Army. Together, we will ensure that the force continues to thrive, embodying the spirit of innovation and resilience that defines the American soldier.

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Command Sgt. Maj. Brian Hester is the senior enlisted adviser of U.S. Army Futures Command, Austin, Texas. Previously, he was command sergeant major of U.S. Army Central. After enlisting as an infantryman over 34 years ago, he served in every infantry leadership position from team leader through command sergeant major. He deployed three times to Iraq, twice to Afghanistan and once to Kosovo.