Featured in ARMOR

Capstone: Strategic Landpower for the Company Commander

by GEN Robert W. Cone and CPT Jon D. Mohundro

The generation of officers who grew up solving strategic dilemmas at company and platoon levels in Iraq and Afghanistan must guide the Army into an ever-evolving and uncertain future. One of the most important discussions over the next few years will be how company commanders understand and implement the Army’s central role in strategic landpower.

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A Tool for Achieving Regional Understanding at the Company/Platoon Level

by MAJ Adam R. Brady, MAJ Dustin A. Menhart and MAJ Russell B. Thomas

The Army's shift toward regionally aligned units demonstrates the need for a focused training framework that creates regional understanding in Soldiers and leaders. We propose a training outline and tool based on the variables of PMESII-PT, and on their subvariables.

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Reconnaissance Training: a Time for Innovation

by CPT Amos C. Fox

Today’s force structure has both armor and infantry officers commanding cavalry formations at troop and squadron level as well as serving as staff officers. To prepare officers of both branches for this and to gain the most benefit from present instruction, the Cavalry Leaders Course must be integrated into the Maneuver Captain’s Career Course.

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Maneuver-Owned Logistics: Re-emergence of the Support-Platoon Concept in Stryker Maneuver Battalions

by CPT Andrew N. Gregory

The rapidly changing support requirements a Stryker maneuver battalion experiences while conducting operations against a peer competitor need a permanent logistics solution at battalion level. This article draws on a year’s worth of experiences and observations from 4th Squadron, 2nd Cavalry Regiment’s support platoon to recommend some solutions.

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Command-Post Layout and Service-Design Thinking

by MAJ Richard Z. Groen

The physical layout of a maneuver brigade combat team’s command post can enhance or hinder its staff’s productivity. This article suggests a CP layout using service-design thinking.

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People Will Be What They Can See: a Case Study in Leadership

by LTC Joseph Kopser and CPT Allen M. Trujillo

Successful organizations examine their practices to determine what works. In the process, systems evolve over time and take new shape. As we foresee future reductions in the force, it is more important than ever that we identify and retain our best leaders who have the greatest potential for creating a positive impact on our institution.

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Strategic Stones and the Path Ahead

by retired U.S. Marine Corps LTC Robert W. Lamont

The Defense Department’s strategic guidance, Sustaining U.S. Global Leadership: Priorities for 21st Century Defense, clearly articulates a shift toward the Pacific Theater and the potential need to challenge emerging Chinese military force and competing economic interests. This article’s purpose is to explore the ramifications of this strategic shift and the potential military interactions.

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Partnership at Platoon Level: Experiences from Afghanistan

by 1LT Raphael Moyer

During my scout platoon’s training cycle and deployment to Afghanistan, we found no doctrine that explained how to partner with the Afghan National Army at the tactical level. We had to create tactics, techniques and procedures on our own; this article shares our lessons-learned.

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Armored Reconnaissance Squadron in Decisive Action: Forging Cavalry for the Armored Brigade Combat Team

by LTC Geoffrey A. Norman

An armored reconnaissance squadron can transform into a cavalry squadron capable of taking the fight to the threat in the decisive-action training environment. Our experiences may contribute to discussions about the ARS within the ABCT of Army 2020 as well as provide other ARS leaders with food for thought as they attack the decisive-action fight.

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Sustaining the Warrior Spirit in a Post-Conflict Army

by MAJ Russell Nowels

As the Army begins to transition to a post-conflict (and budget-constrained) organization, how will it sustain the warrior mindset within the force? It is critical for leaders to consider this question to ensure preservation of the warrior spirit as combat missions wind down and the force transitions to a garrison Army.

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Checks Unbalanced: a Doctrinal and Practical Solution to the Army’s Pre-Combat Checks and Pre-Combat Inspections Problem

by CPT Bobbie L. Ragsdale III, CPT Eric J. Dixon and SFC Jason B. Miera

Of the tasks leaders conduct in the Army, pre-combat checks and pre-combat inspections are among the most vital. However, most rotational units’ performances at the Joint Readiness Training Center, Fort Polk, La., reveal troubling trends arising across the Army.

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The Role and Responsibility of the Command Sergeant Major within the Armor Brigade Combat Team in the Sustainment Warfighting Function by CSM Jason A. Runnels

Four armored brigade combat teams conducted decisive-action rotations at the National Training Center in the past year. A trend observed during these rotations was that command sergeants major typically did not attend brigade sustainment rehearsals. This article discusses the impact of the CSM’s absence from the brigade sustainment rehearsal.

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Ideas on Cavalry

by CPT Joshua T. Suthoff and CPT Michael J. Culler

The Cavalry’s validity will go away if the branch does not adapt and prove its necessity. A Cavalry scout must be prepared for both the heavy kinetic fight like his 19K brother or be able to transition to the skills required to conduct reconnaissance on an asymmetric enemy.

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