By Neil Hollenbeck, Arnel P. David, and Benjamin Jensen*
Woven through our professional military discourse are threads of two different schools of thought with colors that clash. One school sees continuity in war and argues for renewed emphasis on core warfighting competencies. The other sees change in war and argues for reevaluation of the merits of those same competencies. A similar debate plays out in business literature. In a fiercely competitive and constantly shifting business environment, is success about the willingness to change with the times or the ability to focus on the fundamentals?
According to the 2018 National Defense Strategy, we are entering an era of great power competition and rapid technological change.1 In his May 2017 testimony to the Senate Armed Services Committee, Chief of Staff of the U.S. Army General Mark Milley warned of “a fundamental change in the character of warfare.”2 His comments were consistent with predictions reported in a 2015–2016 Army study projecting trends likely to influence the future warfighting environment.3 Among its conclusions were that the future U.S. military may be dramatically challenged by a convergence of factors, including the proliferation of low-cost sensors, precision-strike technology, robotics, and information technologies that change how people receive, manage, and use information.













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