STEVEN CHETCUTI
Continuous transformation is one of the Chief of Staff of the Army’s four focus areas that aims to prepare the Army for the rapid technological advancements that have the potential to change the character of war itself. The technical know-how required to operate, maintain, and sustain technologically complex aircraft, artificial intelligence systems, communication systems, weapons systems, and vehicles in future combat environments may be beyond the capability of many army personnel. Additionally, many of these advanced systems and software are proprietary. The conflicts in Iraq and Afghanistan required extensive augmentation by highly skilled contractors partially due to these reasons. As a result, the military does not intend to, nor can it operate without contract personnel in a future conflict. In fact, contractors are now considered part of the Total Force. From Joint Publication 4-10, Operational Contract Support:
The reliance on contractors as part of the total force introduces several benefits, considerations, challenges, and risks; many of which are identified in Joint Publication (JP) 4-10. However, JP 4-10 does not address how the inclusion of contractors as part of the total force could impact GEN George’s other focus areas. The intent of this article is to explore the extent to which the use of (and even reliance upon) could affect the culture of warfighting in the Army.
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