The imperative that is crucial in managing the change of army is to provide a ready and modernized army. The army should have capabilities of the tailored land force. In order to meet the requirements of the combatant commanders’ across the operations of the range of the military. These are because the Army Force Generation are mainly the structured progression. That offer readiness over a period to produce cohesive, ready, and trained units. The trained units should be able to handle different missions that are all involved in protecting. Their countries or regions that they are performing their operations. The army equipping strategy usually encompasses. The three lines of operations that are togetherness, ARFORGEN, and supportiveness.
The unit of devotedness mainly provides the increasing levels of the equipment’s to the rotational units that are based particularly on their ARFORGEN phase. The ARFORGEN phase involves the critical assigned mission. And equipping points that usually focuses on placing the equipment’s on the units’ hands. The supportiveness comes in mainly during the fighting process where everybody is supposed to watch their friends. An army of a particular country forms the family and, therefore. They should die taking care of their fellow soldiers. Even when they are in the war, they should ensure that they are all safe and no threats that are posed by their fellow troops in order to win the battle. For example, in 2012 Leon E. Panetta who is the Secretary of Defense issued to the United States the global leadership that constituted the twenty- first century priorities.
The essential element in the global leadership was to provide a trained, ready, and supportive army that will always be ready to defend United States. These involved performing exercises and building partner capacity means and interoperability, together with the increased use of the rotational presence overseas.
The role of the concepts of the developing capabilities of the Joint Capabilities Integration and the Development System (JCIDS) process is to promote the critical discussions on both the compelling challenges and the potential solutions. The concept may follow three different trajectories that finally may end up in reaching for the solutions for the challenges. One trajectory is through the invalidation that is done through experience and experimentation.
In these, the joint community may tend to determine that the type of concept in question does not wholly solve the subject in challenge or it does not provide the preferable alternative to the existing doctrine. In the case the concept mainly expires. The other trajectory is through the partial validation that involve the concept having a potential merit that is not adequately demonstrated. It leads to the concept being returned to the process of development for substantive refinement.
The third trajectory is validation where the concept usually provides a value-added alternative to the current doctrine. In such a case, the concept is transitioned expeditiously through the established process of doctrinal change. For example, by taking into consideration the types of the DOTMLPF changes found in the warfighting by the army and identifying any changes that improves the army capability into several areas. The changes they involve mobility, deployment, protection, storage, lethality, replacement, maneuverability, stealth, survivability, perishability among others. It should give the military the ability in achieving the desired impact through the combinations of the ways and means of performing the sets of tasks that occur under specified conditions.
The PPBE principle that appear not being adequately followed is the use of the combination of the warfighter assessments, combat modeling, and the sufficiency analysis. In the above principle, the TRADOC is mainly informing critical decisions that are about the design of the force in the future.
