DTIC ADA526044: Joint Vision 2020: America's Military - Preparing for Tomorrow

21 Pages·1.9 MB·English

by  Defense Technical Information Center

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Joint Vision
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2020
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America’s Military—
Preparing for
Tomorrow
Summer 2000 / JFQ 57
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Joint Vision 2020. America’s Military - Preparing for Tomorrow
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JOINT VISION 2020
disappear. The strategic concepts of decisive force,
power projection, overseas presence, and strategic
agility will continue to govern our efforts to fulfill
those responsibilities and meet the challenges of
n
the future. This document describes the opera-
o
tional concepts necessary to do so.
i
t If the Armed Forces are to be faster, more
a
lethal, and more precise in 2020 than they are
t
n today, we must continue
e to invest in and develop
m CJCS Vision . . . new military capabilities.
u This vision describes the
c ongoing transformation
o to those new capabilities.
d Dedicated individuals and innovative organizations As first explained in Joint
Vision 2010, and depend-
transforming the joint force for the 21st century ent upon realizing the po-
tential of the information
revolution, today’s capa-
to achieve full spectrum dominance:
bilities for maneuver,
strike, logistics, and pro-
Persuasive in peace tection will become domi-
nant maneuver, precision
Decisive in war engagement, focused lo-
gistics, and full dimen-
Preeminent in any form of conflict sional protection.
The joint force, be-
cause of its flexibility and
responsiveness, will re-
T
he U.S. military today is a force of su- main the key to operational success in the future.
perbly trained men and women who The integration of core competencies provided by
are ready to deliver victory for our Na- the individual services is essential to the joint
tion. In support of the objectives of team, and the employment of the capabilities of
our national security strategy, it is routinely em- the total force (active, Reserve, National Guard,
ployed to shape the international security envi- and civilian members) increases the options for
ronment and stands ready to respond across the the commander and complicates the choices of
full range of potential military operations. But our opponents. To build the most effective force
the focus of this document is the third element of for 2020, we must be fully joint: intellectually,
our strategic approach—the need to prepare now operationally, organizationally, doctrinally, and
for an uncertain future. technically.
Joint Vision 2020builds upon and extends the This vision is centered on the joint force in
conceptual template established by Joint Vision 2020. The date defines a general analytical focus
2010 to guide the continuing transformation of rather than serving as a definitive estimate or
the Armed Forces. The primary purpose of those deadline. The document does not describe coun-
forces has been and will be to fight and win the ters to specific threats, nor does it enumerate
Nation’s wars. The overall goal of the transforma- weapon, communication, or other systems we
tion described in this document is the creation of will develop or purchase. Rather, its purpose is to
a force that is dominant across the full spectrum describe in broad terms the human talent—the
of military operations—persuasive in peace, deci- professional, well-trained, and ready force—and
sive in war, preeminent in any form of conflict. operational capabilities that will be required for
In 2020, the Nation will face a wide range of the joint force to succeed across the full range of
interests, opportunities, and challenges and will military operations and accomplish its mission in
require a military that can both win wars and 2020 and beyond. In describing those capabili-
contribute to peace. The global interests and re- ties, the vision provides a vector for the wide-
sponsibilities of the United States will endure, ranging program of exercises and experimenta-
and there is no indication that threats to those tion being conducted by the services and
interests and responsibilities, or to our allies, will combatant commands and the continuing evolu-
tion of the joint force. Based on the joint vision
implementation program, many capabilities will
58 JFQ / Summer 2000
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JOINT VISION 2020
The evolution of these elements over the
next two decades will be strongly influenced by
two factors. First, the continued development
and proliferation of information technologies will
n
substantially change the conduct of military op-
o
erations. These changes in the information envi-
i
ronment make information superiority a key en- t
a
abler of the transformation of the operational
t
capabilities of the joint force and the evolution of n
joint command and control. Second, the Armed e
Forces will continue to rely on a capacity for in- m
tellectual and technical innovation. The pace of u
technological change, especially as it fuels c
changes in the strategic environment, will place a o
premium on our ability to foster innovation in d
our people and organizations across the entire
range of joint operations. The overall vision of
the capabilities we will require in 2020, as intro-
mpis) duced above, rests on our assessment of the
Ge strategic context in which our forces will operate.
Air Force (Val STRATEGIC CONTEXT
S.
U. Three aspects of the world of 2020 have sig-
nificant implications for the Armed Forces. First,
the United States will continue to have global in-
be operational well before 2020, while others will terests and be engaged with a variety of regional
continue to be explored and developed through actors. Transportation, communications, and in-
exercises and experimentation. formation technology will continue to evolve and
The overarching focus of this vision is full foster expanded economic ties and awareness of
spectrum dominance—achieved through the in- international events. Our security and economic
terdependent application of dominant maneuver, interests, as well as our political values, will pro-
precision engagement, focused logistics, and full vide the impetus for engagement with interna-
dimensional protection. Attaining that goal re- tional partners. The joint force of 2020 must be
quires the steady infusion of new technology and prepared to win across the full range of military
modernization and replacement of equipment. operations in any part of the world, to operate
However, material superiority alone is not suffi- with multinational forces, and to coordinate mili-
cient. Of greater importance is the development tary operations, as necessary, with government
of doctrine, organizations, training and educa- agencies and international organizations.
tion, leaders, and people that effectively take ad-
vantage of the technology.
Figure 1. Full Spectrum Dominance
Dominant Maneuver
Peacetime Engagement
Information Precision Engagement
Superiority and
Deterrence and Conflict Prevention
Technological
Full-Dimensional Protection
Innovations
Focused Logistics
Fight and Win
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JOINT VISION 2020
n
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d
wden, Jr.)
Do
mes V.
mpany (Ja
Co
Signal
982d
Second, potential adversaries will have access The potential of such asymmetric ap-
to the global commercial industrial base and proaches is perhaps the most serious danger the
much of the same technology as the U.S. military. United States faces in the immediate future—
We will not necessarily sustain a wide technologi- and this danger includes long-range ballistic
cal advantage over our adversaries in all areas. In- missiles and other direct threats to U.S. citizens
creased availability of commercial satellites, digi- and territory. The asymmetric methods and ob-
tal communications, and the public Internet all jectives of an adversary are often far more im-
give adversaries new capabilities at a relatively portant than the relative technological imbal-
low cost. We should not expect opponents in ance, and the psychological impact of an attack
2020 to fight with strictly industrial age tools. might far outweigh the actual physical damage
Our advantage must therefore come from leaders, inflicted. An adversary may pursue an asymmet-
people, doctrine, organizations, and training that ric advantage on the tactical, operational, or
enable us to take advantage of technology to strategic level by identifying key vulnerabilities
achieve superior warfighting effectiveness. and devising asymmetric concepts and capabili-
Third, we should expect potential adversaries ties to strike or exploit them. To complicate mat-
to adapt as our capabilities evolve. We have supe- ters, our adversaries may pursue a combination
rior conventional warfighting capabilities and ef- of asymmetries, or the United States may face a
fective nuclear deterrence today, but this favor- number of adversaries who, in combination, cre-
able military balance is not static. In the face of ate an asymmetric threat. These asymmetric
such strong capabilities, the appeal of asymmetric threats are dynamic and subject to change, and
approaches and the focus on the development of the Armed Forces must maintain the capabilities
niche capabilities will increase. By developing necessary to deter, defend against, and defeat
and using approaches that avoid U.S. strengths any adversary who chooses such an approach.
and exploit potential vulnerabilities using signifi- To meet the challenges of the strategic environ-
cantly different methods of operation, adversaries ment in 2020, the joint force must be able to
will attempt to create conditions that effectively achieve full spectrum dominance.
delay, deter, or counter the application of U.S.
military capabilities.
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JOINT VISION 2020
FULL SPECTRUM DOMINANCE overseas presence forces and the ability to rapidly
project power worldwide in order to achieve full
The ultimate goal of our military force is to spectrum dominance.
accomplish the objectives directed by the National Achieving full spectrum dominance means
n
Command Authorities. For the joint force of the the joint force will fulfill its primary purpose—
o
future, this goal will be achieved through full spec- victory in war—as well as achieving success across
i
trum dominance—the ability of U.S. forces, operat- the full range of operations, but it does not mean t
a
ing unilaterally or in combination that we will win without cost or difficulty. Con-
t
with multinational and interagency flict results in casualties despite our best efforts to n
Sources of Friction partners, to defeat any adversary and minimize them and will continue to do so when e
control any situation across the full the force has achieved full spectrum dominance. m
(cid:2) effects of danger and range of military operations. Additionally, friction is inherent in military oper- u
exertion The full range of operations in- ations. The joint force of 2020 will seek to create c
(cid:2) uncertainty and chance cludes maintaining a posture of a “frictional imbalance” in its favor by using the o
strategic deterrence. It includes the- capabilities envisioned in this document, but the d
(cid:2) unpredictable actions
ater engagement and presence activi- fundamental sources of friction cannot be elimi-
of other actors
ties. It includes conflict involving nated. We will win—but we should not expect
(cid:2) frailties of machines and employment of strategic forces and war in the future to be either easy or bloodless.
Dowden, Jr.) (cid:2) ihnufmoramna ftriaoinlties. wtheeaaptoern sw oarf s,m raesgsi odneastl rcuocntifolnic,t sm, aajnodr abiliTthy et roe qcuoiurenmteenr ta fdovr egrlsoabraiel so pwehraoti opnoss, stehses
Company (James V. as peacekeepscsmiildnuiadgnle lgaes rntb-hsdeco tapwsleeee aaeccmnoen bpetiiengnaufgcooeerun casce nismeidste u. wnIattta i aroo,l nspsoseu irrcnaeh--- wsreahnena agprpoeeo u oantfme s o btopoifge ruamacothuiaoissens vs sidi tnwuegsail ttlrfi uoupnlcrlet sis soeapntne tc,t htsarpeun emldcoi w atdlh oecenmh ndail neloeeafndn tg chteeoes.
982Signal d toipoenrsaT,t hiaoesn lwsa baenellld fa ussul lnp spoponecrcttor tumom bd adotom mheiusntmaicna caneuiittmahropiarlinitei ser set.hliaetf Ttthhheee rfseutfrtoaurtreeeg, mitch uees npt vrboireco efnlsesmx oiebfn lcter —eaanttodin rtgeh atech tea tdjooa picnthata tfnioogrnceses ioonff
U.S. forces are able to conduct prompt, sustained, potential enemies, to take advantage of new tech-
and synchronized operations with combinations nologies, and to account for variations in the pace
of forces tailored to specific situations and with of change. The source of that flexibility is the syn-
access to and freedom to operate in all domains— ergy of the core competencies of the individual
land, sea, air, space, and information. Addition- services, integrated into the joint team. These
ally, given the global nature of our interests and challenges will require a total force composed of
obligations, the United States must maintain its well-educated, motivated, and competent people
who can adapt to the many demands of future
joint missions. The transformation of the joint
force to reach full spectrum dominance
rests upon information superiority as a key
Figure 2. Range of Military Operations enabler and our capacity for innovation.
Information Superiority
combat
Information, information processing,
noncombat and communications networks are at the
core of every military activity. Throughout
Military War Military Operations Other Than War history, military leaders have regarded in-
Operation formation superiority as a key enabler of
victory. However, the ongoing information
General Fight and Win Deter War Promote Peace
revolution is creating not only a quantita-
U.S. Goals and and
Resolve Conflict Support U.S. tive, but a qualitative change in the infor-
Authorities mation environment that by 2020 will re-
sult in profound changes in the conduct of
military operations. In fact, advances in in-
Examples Large Scale Combat Peace Enforcement Freedom of Navigation formation capabilities are proceeding so
Operations Counterterrorism Counterdrug rapidly that there is a risk of outstripping
Attack/Defend/Blockade Show of Force/Raid/Strike Humanitarian Assistance our ability to capture ideas, formulate oper-
Peacekeeping/NEO Protection of Shipping ational concepts, and develop the capacity
Nuclear Assistance U.S. Civil Support
to assess results. While the goal of achiev-
Counterinsurgency
ing information superiority will not
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JOINT VISION 2020
change, the nature, scope, and rules of the quest but the continued evolution of organizations and
are changing radically. doctrine and the development of relevant train-
The qualitative change in the information ing to sustain a comparative advantage in the in-
environment extends the conceptual underpin- formation environment.
n
nings of information superiority beyond the mere We must also remember that information su-
o
accumulation of more, or even better, informa- periority neither equates to perfect information,
i
t tion. The word superiorityimplies a state or condi- nor does it mean the elimination of the fog of
a
tion of imbalance in one’s favor. Information su- war. Information systems, processes, and opera-
t
n periority is transitory in nature and must be tions add their own sources of friction and fog to
e created and sustained by the joint force through the operational environment. Information superi-
m the conduct of information operations. However, ority is fundamental to the transformation of the
u the creation of information superiority is not an operational capabilities of the joint force. The
c end in itself. joint force of 2020 will use superior information
o Information superiority provides the joint and knowledge to achieve decision superiority, to
d force a competitive advantage only when it is ef- support advanced command and control capabili-
fectively translated into superior knowledge and ties, and to reach the full potential of dominant
decisions. The joint force must be able to take ad- maneuver, precision engagement, full dimen-
vantage of superior information converted to supe- sional protection, and focused logistics. The
rior knowledge to achieve “decision superiority”— breadth and pace of this evolution demands flexi-
better decisions arrived at and implemented faster bility and a readiness to innovate.
than an opponent can react or, in a noncombat
Innovation
situation, at a tempo that al-
lows the force to shape the Joint Vision 2010 identified technological in-
Information superiority—the ca- situation or react to changes novation as a vital component of the transforma-
pability to collect, process, and dis- and accomplish its mission. tion of the joint force. Throughout the industrial
seminate an uninterrupted flow of Decision superiority does not age, the United States has relied upon its capacity
information while exploiting or automatically result from in- for technological innovation to succeed in mili-
denying an adversary’s ability to formation superiority. Orga- tary operations, and the need to do so will con-
do the same (Joint Pub 1-02); nizational and doctrinal tinue. It is important, however, to broaden our
achieved in a noncombat situation adaptation, relevant training focus beyond technology and capture the impor-
or one in which there are no and experience, and the tance of organizational and conceptual innova-
clearly defined adversaries when proper command and con- tion as well.
friendly forces have the informa- trol mechanisms and tools Innovation, in its simplest form, is the com-
tion necessary to achieve opera- are equally necessary. bination of new things with new ways to carry
tional objectives. The evolution of infor- out tasks. In reality, it may result from fielding
mation technology will in- completely new things, or the imaginative recom-
Information environment—the creasingly permit us to inte- bination of old things in new ways, or something
aggregate of individuals, organiza- grate the traditional forms in between. The ideas in Joint Vision 2010 as car-
tions, and systems that collect, of information operations ried forward in Joint Vision 2020 are indeed inno-
process, or disseminate informa- with sophisticated all-source vative and form a vision for integrating doctrine,
tion, including the information it- intelligence, surveillance, tactics, training, supporting activities, and tech-
self (Joint Pub 1-02). and reconnaissance in a nology into new operational capabilities. The in-
fully synchronized informa- novations that determine joint and service capa-
tion campaign. The develop- bilities will result from a general understanding of
ment of a concept labeled what future conflict and military operations will
the global information grid will provide the net- be like, and a view of what the combatant com-
work-centric environment required to achieve mands and services must do in order to accom-
this goal. The grid will be the globally intercon- plish assigned missions.
nected, end-to-end set of information capabili- An effective innovation process requires con-
ties, associated processes, and people to manage tinuous learning—a means of interaction and ex-
and provide information on demand to warfight- change that evaluates goals, operational lessons,
ers, policymakers, and support personnel. It will exercises, experiments, and simulations—and
enhance combat power and contribute to the suc- that must include feedback mechanisms. The
cess of noncombat military operations as well. combatant commands and services must allow
Realization of the full potential of these changes our highly trained and skilled professionals the
requires not only technological improvements, opportunity to create new concepts and ideas
that may lead to future breakthroughs. We must
foster the innovations necessary to create the
joint force of the future—not only with decisions
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JOINT VISION 2020
the most relevant and productive aspects of new
concepts, capabilities, and technology. All indi-
viduals and organizations charged with experi-
mentation in support of the evolution of our
n
combat forces must ensure that our natural con-
o
cern for husbanding resources and ultimately de-
i
livering successful results does not prevent us t
a
from pursuing innovations with dramatic if un-
t
certain potential. n
There is, of course, a high degree of uncer- e
tainty inherent in the pursuit of innovation. The m
key to coping with that uncertainty is bold lead- u
ership supported by as much information as pos- c
sible. Leaders must assess the efficacy of new o
H. Robinson) itdheea cs,a pthabei lpitoietes notfi apl odtreanwtibaal cakdsv teors anreiews , ctohnec ceopsttss, d
mpany (Milton vnmeiuzrsasutti som bnaeaknle ei fmtihtpse sloiecf aantsiesoewns sstm eocefhn nntose lwion g ctiaehpse,a cabonilnditt iteehxset. ooTfrh gaeany-
Co evolving analysis of the economic, political, and
Signal technological factors of the anticipated security
55th environment. Each of these assessments will have
uncertainty associated with them. But the best in-
novations have often come from people who
made decisions and achieved success despite un-
certainties and limited information.
By creating innovation, the combatant com-
mands and services also create their best opportu-
nities for coping with the increasing pace of
change in the overall environment in which they
function. Although changing technology is a pri-
mary driver of environmental change, it is not
the only one. The search for innovation must en-
compass the entire context of joint operations—
which means the Armed Forces must explore
changes in doctrine, organization, training,
matériel, leadership and education, personnel,
Squadron (Jim Varhegyi) atefohnnreode us gefgoaehacnl i flicliseti rixtceoiusb dmialeisstv tyewa lntoeoclp le rsrae.ecsa ostvoeencrha fbnrlooeml oap geypr.rr ooUarlsct hiamensda wt euiltnyh-,
mera CONDUCT OF JOINT OPERATIONS
Ca
mbat The complexities of the future security envi-
Co ronment demand that the United States be pre-
1st
pared to face a wide range of threats of varying
levels of intensity. Success in countering these
threats will require the skillful integration of the
regarding future versus present force structure
core competencies of the services into a joint
and budgets, but also with a reasonable tolerance
force tailored to the specific situation and objec-
for errors and failures in the experimentation
tives. Commanders must be afforded the oppor-
process. We must be concerned with efficient use
tunity to achieve the level of effectiveness and
of time and resources and create a process that
synergy necessary to conduct decisive operations
gives us confidence that our results will produce
across the entire range of military operations.
battlefield success. However, an experimentation
When combat operations are required, they must
process with a low tolerance for error makes it
have an overwhelming array of capabilities avail-
unlikely that the force will identify and nurture
able to conduct offensive and defensive opera-
tions and against which an enemy must defend.
Summer 2000 / JFQ 63
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JOINT VISION 2020
n
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u
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o
d
mond)
Des
Chris
Navy (
S.
U.
Other complex contingencies such as humanitar- and technological demands that call for adapt-
ian relief or peace operations will require a rapid, ability, innovation, precise judgment, forward
flexible response to achieve national objectives in thinking, and multicultural understanding. The
the required timeframe. Some situations may re- Nation will continue to depend on talented indi-
quire the capabilities of only one service, but in viduals of outstanding character, committed to
most cases, a joint force comprised of both active an ethic of selfless service.
and Reserve components will be employed. Our people will require a multitude of skills.
The complexity of future operations also re- The services will play a critical role in perfecting
quires that, in addition to operating jointly, our their individual specialties and the core compe-
forces have the capability to participate effec- tencies of each organization. In addition, every
tively as one element of a unified national effort. member of the total force must be prepared to
This integrated approach brings to bear all the apply that expertise to a wide range of missions
tools of statecraft to achieve our national objec- as a member of the joint team. Our servicemem-
tives unilaterally when necessary, while making bers must have the mental agility to transition
optimum use of the skills and resources provided from preparing for war to enforcing peace to ac-
by multinational military forces, regional and in- tual combat, when necessary. The joint force
ternational organizations, nongovernmental or- commander is thereby provided a powerful, syn-
ganizations, and private voluntary organizations ergistic force capable of dominating across the en-
when possible. Participation by the joint force in tire range of operations.
operations supporting civil authorities will also The missions of 2020 will demand service-
likely increase in importance due to emerging members who can create and then take advantage
threats to the U.S. homeland such as terrorism of intellectual and technological innovations. In-
and weapons of mass destruction. dividuals will be challenged by significant respon-
sibilities at tactical levels in the organization and
People
must be capable of making decisions with both
The core of the joint force of 2020 will con- operational and strategic implications. Our vision
tinue to be an all volunteer force composed of in- of full spectrum dominance and the transforma-
dividuals of exceptional dedication and ability. tion of operational capabilities has significant im-
Their quality will matter as never before as our plications for the training and education of our
servicemembers confront a diversity of missions
64 JFQ / Summer 2000
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JOINT VISION 2020
Military operations will continue to demand
extraordinary dedication and sacrifice under the
most adverse conditions. Our total force, com-
posed of professionals armed with courage, stam-
n
ina, and intellect, will succeed despite the com-
o
plexity and pace of future operations.
i
t
Interoperability a
t
Interoperability is the foundation of effective n
joint, multinational, and interagency operations. e
The joint force has made significant progress m
toward achieving an optimum level of interoper- u
mer) ability, but there must be a concerted effort to- c
Co ward continued improvement. Further improve- o
Navy (Leland B. mdmooecnntr titnse ecw hainsl low lioengllci elauss dafenu rdtt hhpeerro rcdeeefsvisneelseo.m pEmexneenrtct i osoeffs ,jc oopimenrt-- d
U.S. sonnel exchanges, agreement on standardized op-
erating procedures, individual training and
education, and planning will further enhance
people. The tactics of information operations, the and institutionalize these capabilities. Interoper-
ris Desmond) coeropnoe rrtadotioinolasn tsoi,o fa nws oawrfe lailnl lat ser ertaqhgueei rnceoc myp epaolnpedxlei tmyw uholoft itnahraeet mibooontdah-l aelosbpgilieiscttyiiac lsils yi ta ei nmm sta,en radmnadst eio nffof ocror mtmhaemt ijuoonnini cstha ftaoiroricnnesg ,.o cIfno 2mfo0mr2m0o—an-
S. Navy (C taanledn dteidsp aenrsde dtr aoipneerda ttioo nexsa wctiilnl gr esqtaunidrea rmdse. nR aapnidd tmioonn sryesletevmanst aonpde reaqtiuoinpaml epnictt uthrea tm eunsat bwleo rak cfroomm-
U. women who are part of a cohesive team, yet are shared networks that can be accessed by any ap-
capable of operating independently to meet the propriately cleared participant.
commander’s intent. The evolution of new func-
tional areas, such as space operations and infor-
Interoperability—the ability of systems,
mation operations, will require development of
units, or forces to provide services from
appropriate career progression and leadership op-
other systems, units, or forces and to use the
portunities for specialists in those fields. The ac-
services so exchanged to enable them to op-
cumulation of training and experience will create
erate effectively together (Joint Pub 1-02).
a force ready to deploy rapidly to any point on
the globe and operate effectively.
The joint force of 2020 will face a number of
challenges in recruiting and retaining the out- Although technical interoperability is essen-
standing people needed to meet these require- tial, it is not sufficient to ensure effective opera-
ments. First, expanding civilian education and tions. There must be a suitable focus on procedural
employment opportunities will reduce the num- and organizational elements, and decisionmakers
ber of candidates available for military service. at all levels must understand each other’s capabili-
We will continue to focus on our members’ stan- ties and constraints. Training and education, expe-
dard of living and a competitive compensation rience and exercises, cooperative planning, and
strategy to ensure we attract the quality individu- skilled liaison at all levels of the joint force will not
als we need. Second, the increasing percentage of only overcome the barriers of organizational cul-
members with dependents will require a commit- ture and differing priorities, but will teach mem-
ment to family-oriented community support pro- bers of the joint team to appreciate the full range
grams and as much stability as possible, as well as of service capabilities available to them.
close monitoring of the impact of the operations The future joint force will have the embed-
tempo. Finally, our increased dependence on the ded technologies and adaptive organizational
Reserve component will require us to address the structures that will allow trained and experienced
concerns of our Reserve members and their em- people to develop compatible processes and pro-
ployers regarding the impact on civilian careers. cedures, engage in collaborative planning, and
The Department of Defense must meet these adapt as necessary to specific crisis situations.
challenges head-on. These features are not only vital to the joint
force, but to multinational and interagency oper-
ations as well.
Summer 2000 / JFQ 65