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Creating an Effective Regional Alignment Strategy for the U.S. Army

Authored by Major Raven Bukowski, Major John Childress, Lieutenant Colonel (Ret) Michael J. Colarusso, Colonel David S. Lyle.

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As the war in Afghanistan draws to a close, the Army increasingly is focused upon “regionally aligning” its forces. To do so effectively, however, it must undertake several initiatives. First, the Army must acknowledge and liberate the unique productive capabilities (talents) of each individual. Second, it must shift from process-oriented, industrial age personnel management to productivity-focused, information age talent management. Third, the Army must foster enduring human relationships between its organizations and the governments, militaries, and populations to which they are regionally aligned. Hand in hand with this, it must redesign its Force Generation Model to create regional expertise at both individual and organizational levels. Finally, the Army must ensure that regional alignment does not degrade the worldwide “flex” capabilities of its forces.

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Also by the Authors/Editor:

Starting Strong: Talent-Based Branching of Newly Commissioned U.S. Army Officers
Paid to Perform: Aligning Total Military Compensation with Talent Management, Vol. 8
Senior Officer Talent Management: Fostering Institutional Adaptability
A Framework for Restructuring the Military Retirement System
Towards a U.S. Army Officer Corps Strategy for Success: Employing Talent
Towards a U.S. Army Officer Corps Strategy for Success: Developing Talent
Accessing Talent: The Foundation of a U.S. Army Officer Corps Strategy
Towards a U.S. Army Officer Corps Strategy for Success: Retaining Talent

View other pubs in the following categories:

Landpower Employment & Sustainment
Military Leadership
Military Strategy and Policy
Landpower Roles
Military Professionalism

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