Summer 2011 Vol. 36 No. 2


 
 
 

Summer 2011 Vol. 36 No. 2


New Army Chief of Staff says networks determine future war successes



By Rob McIlvaine

In meeting the demands of conflict, GEN Martin E. Dempsey, Army chief of staff, knows the American Soldiers' ability to adapt and learn will overcome the enemy.

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It Takes A Network



By Stanley A. McChrystal
Reprinted with permission from Foreign Policy Magazine

From the outset of my command in Afghanistan, two or three times each week, accompanied by a few aides and often my Afghan counterparts, I would leave the International Security Assistance Force headquarters in Kabul and travel across Afghanistan -- from critical cities like Kandahar to the most remote outposts in violent border regions. Ideally, we left early, traveling light and small, normally using a combination of helicopters and fixed-wing aircraft, to meet with Afghans and their leaders and to connect with our troops on the ground.

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The Army's True Knowledge Managers



By LTC Alprentice Smith

Let me introduce you to the Army's true knowledge managers.
Although the Functional Area 57 officers (modeling and simulations) market themselves as the lead for Army KM, in many cases the FA57 officers do not possess the right knowledge, skills, abilities, and experiences to adequately determine the right information, the right location and time for delivery, and the right format to meet commanders' critical information requirements.
In the end, it is Signal Regiment personnel, more specifically, the FA53 officer (information systems manager), 251A/254A warrants (information systems technician/Signal support technician), and associated 25Bs noncommissioned officers (information technology specialists), who truly understand how to integrate people, processes, and technologies in order to provide KM products. Thus, practitioners of these specialties have become the Army's true knowledge managers.

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