Transformation, A Time of Change - U S Army Training and Doctrine Command - Brief Article

Military Intelligence Professional Bulletin, Oct-Dec, 2000 by Scott C. Chunn

The Army Transformation

Recently, we have heard much about transformation. Our Army is transforming, so too are the U.S. Army Training and Doctrine Command (TRADOC) and other major Army commands (MACOMs). Even our own Intelligence Center is transforming. The reason is simple: we must shed the "Cold War" mentality and ways of doing business in favor of those of a transformed force capable of putting a combat force anywhere in the world within 96 hours after liftoff. Although we have that capability now with our light forces, we must give our forces the lethality of our heavy units. As technology permits, we must reduce the separation between heavy and light forces. Recent history has shown us that in today's environment, a contingency can quickly escalate from a humanitarian or peacekeeping effort to conflict within a matter of hours.

In the 20th century, we defined weapons of mass destruction (WMDs) as nuclear, biological, and chemical--they were a powerful and enormous threat. However, building nuclear weapons requires access to both rare and often unavailable raw and highly protected materials. Biological and chemical weapons programs tend to requires large-scale activities. In addition, 21st century technologies are so powerful that they can generate whole new classes of abuses and accidents. Most dangerously, for the first time, these abuses are within the reach of individuals or small groups.

The Brigade Combat Teams (BCTs) must be capable of conducting a full range of missions, from stability and support operations to combat. They must generate momentum for a warfighting division on the ground in 120 hours, and five divisions in 30 days. We can no longer afford to take six months to get soldiers and equipment in place as we did in Operations DESERT SHIELD and DESERT STORM. The seven tenets of the objective force are responsive, deployable, agile, versatile, lethal, survivable, and sustainable--this is what our force must become in order to remain deliberate and dominant.

We must find new and improved ways to educate and train our soldiers. The accelerated change of today's environment is rapidly transforming the traditional methods. Traditional training methods are now giving way to digital, distributed, and virtual methods linked through networks and technology, reaching across time, space, cultures, and organizational boundaries.

At a recent conference, our Chief of Staff of the Army, General Eric K. Shinseki, clearly stated the reason for our transformation: 'The Army can do lots of things, but there is one thing it must do and that is defend this nation without fail."

An Individual Transformation

As with the Army and its organizations, there comes a time when we as individuals must undergo some transformations as well. I will depart in January and will retire from active duty on 30 April 2001. My wife and I have enjoyed a career spanning more than 30 years. We have seen the world and its people, lived in war and peace, and shared good and bad experiences with the many soldiers and their families whom we have known. I have lived the life of a soldier and have been led and trained by great officers and NCOs. Their images and examples have served as both a driving force and inspiration throughout my career. Their tough, demanding, up-front leadership styles have influenced my life and love for the Army and its soldiers.

I have had the opportunity to lead and mentor some of the greatest NCOs that have served and will continue to serve our country. I have seen them grow and excel through their own efforts. I am as proud of them as if they were my own sons and daughters. As a Corns, the NCOs have never let me down. To each, I owe a personal debt.

I have led great soldiers. These soldiers have provided the real reason for my career. I have seen them excel, fail, and bounce back with an inconceivable will to win. I have experienced the closeness between leaders and soldiers, and the loss of fine soldiers--something I will never forget. To every soldier, I owe a personal debt.

I thank all of you for the tremendous support, mentorship, and friendship you have provided during the last three years, and urge you to give CSM Lawrence Haubrich the same assistance you have given me. I will never forget my time here at Fort Huachuca, and your support, which has meant a lot and made my job much easier.

As I leave the active Army, I want to express my personal appreciation for a great career. My thanks too, to my leaders for their confidence, direction, and support, and to my fellow NCOs for their performance, trust, and unique ability to guard my backside every time it was unprotected. To all of these, I dedicate my career.

Scott C. Chunn has successfully served as a soldier from 9 April 1971 to 30 April 2001.