America's Military-Preparing for Tomorrow
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1225 JV 2020 Pgs 2/24/01 11:36 AM Page 57
Joint Vision
documentation
2020
America’s Military—
Preparing for
Tomorrow
Summer 2000 / JFQ 57
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Joint Vision 2020. America’s Military - Preparing for Tomorrow 5b. GRANT NUMBER
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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
documentation
the future. This document describes the opera-
tional concepts necessary to do so.
If the Armed Forces are to be faster, more
lethal, and more precise in 2020 than they are
today, we must continue
to invest in and develop
CJCS Vision . . . new military capabilities.
This vision describes the
ongoing transformation
to those new capabilities.
Dedicated individuals and innovative organizations As first explained in Joint
Vision 2010, and depend-
ent upon realizing the po-
transforming the joint force for the 21st century 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-
sional protection.
Preeminent in any form of conflict 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 2020 builds 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
documentation
substantially change the conduct of military op-
erations. These changes in the information envi-
ronment make information superiority a key en-
abler of the transformation of the operational
capabilities of the joint force and the evolution of
joint command and control. Second, the Armed
Forces will continue to rely on a capacity for in-
tellectual and technical innovation. The pace of
technological change, especially as it fuels
changes in the strategic environment, will place a
premium on our ability to foster innovation in
our people and organizations across the entire
range of joint operations. The overall vision of
the capabilities we will require in 2020, as intro-
U.S. Air Force (Val Gempis)
duced above, rests on our assessment of the
strategic context in which our forces will operate.
STRATEGIC CONTEXT
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
Technological
Deterrence and Conflict Prevention
Full-Dimensional Protection
Innovations
Focused Logistics
Fight and Win
Summer 2000 / JFQ 59
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■ JOINT VISION 2020
documentation
982d Signal Company (James V. Dowden, Jr.)
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
documentation
Command Authorities. For the joint force of the the joint force will fulfill its primary purpose—
future, this goal will be achieved through full spec- victory in war—as well as achieving success across
trum dominance—the ability of U.S. forces, operat- the full range of operations, but it does not mean
ing unilaterally or in combination that we will win without cost or difficulty. Con-
with multinational and interagency flict results in casualties despite our best efforts to
partners, to defeat any adversary and minimize them and will continue to do so when
Sources of Friction control any situation across the full the force has achieved full spectrum dominance.
■ effects of danger and range of military operations. Additionally, friction is inherent in military oper-
exertion The full range of operations in- ations. The joint force of 2020 will seek to create
■ uncertainty and chance cludes maintaining a posture of a “frictional imbalance” in its favor by using the
strategic deterrence. It includes the- capabilities envisioned in this document, but the
■ unpredictable actions
ater engagement and presence activi- fundamental sources of friction cannot be elimi-
of other actors nated. We will win—but we should not expect
ties. It includes conflict involving
■ frailties of machines and employment of strategic forces and war in the future to be either easy or bloodless.
982d Signal Company (James V. Dowden, Jr.)
information weapons of mass destruction, major The requirement for global operations, the
■ human frailties. theater wars, regional conflicts, and ability to counter adversaries who possess
smaller-scale contingencies. It also in- weapons of mass destruction, and the need to
cludes those ambiguous situations re- shape ambiguous situations at the low end of the
siding between peace and war, such range of operations will present special challenges
as peacekeeping and peace enforcement opera- en route to achieving full spectrum dominance.
tions, as well as noncombat humanitarian relief Therefore, the process of creating the joint force of
operations and support to domestic authorities. the future must be flexible—to react to changes in
The label full spectrum dominance implies that the strategic environment and the adaptations of
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.
combat Information Superiority
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
General
victory. However, the ongoing information
Fight and Win Deter War Promote Peace
U.S. Goals and and revolution is creating not only a quantita-
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
Summer 2000 / JFQ 61
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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.
documentation
nings of information superiority beyond the mere We must also remember that information su-
accumulation of more, or even better, informa- periority neither equates to perfect information,
tion. The word superiority implies a state or condi- nor does it mean the elimination of the fog of
tion of imbalance in one’s favor. Information su- war. Information systems, processes, and opera-
periority is transitory in nature and must be tions add their own sources of friction and fog to
created and sustained by the joint force through the operational environment. Information superi-
the conduct of information operations. However, ority is fundamental to the transformation of the
the creation of information superiority is not an operational capabilities of the joint force. The
end in itself. joint force of 2020 will use superior information
Information superiority provides the joint and knowledge to achieve decision superiority, to
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
situation, at a tempo that al- Innovation
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
62 JFQ / Summer 2000
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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
documentation
combat forces must ensure that our natural con-
cern for husbanding resources and ultimately de-
livering successful results does not prevent us
from pursuing innovations with dramatic if un-
certain potential.
There is, of course, a high degree of uncer-
tainty inherent in the pursuit of innovation. The
key to coping with that uncertainty is bold lead-
ership supported by as much information as pos-
sible. Leaders must assess the efficacy of new
55th Signal Company (Milton H. Robinson)
ideas, the potential drawbacks to new concepts,
the capabilities of potential adversaries, the costs
versus benefits of new technologies, and the orga-
nizational implications of new capabilities. They
must make these assessments in the context of an
evolving analysis of the economic, political, and
technological factors of the anticipated security
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,
1st Combat Camera Squadron (Jim Varhegyi)
and facilities as well as technology. Ultimately,
the goal is to develop reasonable approaches with
enough flexibility to recover from errors and un-
foreseen circumstances.
CONDUCT OF JOINT OPERATIONS
The complexities of the future security envi-
ronment demand that the United States be pre-
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
documentation
U.S. Navy (Chris Desmond)
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-
documentation
ina, and intellect, will succeed despite the com-
plexity and pace of future operations.
Interoperability
Interoperability is the foundation of effective
joint, multinational, and interagency operations.
The joint force has made significant progress
toward achieving an optimum level of interoper-
ability, but there must be a concerted effort to-
U.S. Navy (Leland B. Comer)
ward continued improvement. Further improve-
ments will include the refinement of joint
doctrine as well as further development of com-
mon technologies and processes. Exercises, per-
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-
ability is a mandate for the joint force of 2020—
U.S. Navy (C ris Desmond)
coordination of interagency and multinational
operations, as well as the complexity of the mod- especially in terms of communications, common
ern tools of war all require people who are both logistics items, and information sharing. Informa-
talented and trained to exacting standards. Rapid tion systems and equipment that enable a com-
and dispersed operations will require men and mon relevant operational picture must work from
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-
mation operations, will require development of Interoperability—the ability of systems,
appropriate career progression and leadership op- units, or forces to provide services from
portunities for specialists in those fields. The ac- other systems, units, or forces and to use the
cumulation of training and experience will create services so exchanged to enable them to op-
a force ready to deploy rapidly to any point on erate effectively together (Joint Pub 1-02).
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 651225 JV 2020 Pgs 2/24/01 11:37 AM Page 66
■ JOINT VISION 2020
information in its multinational context. That
context can only be appreciated if sufficient re-
gional expertise and liaison capability are avail-
able on the commander’s staff. A deep under-
documentation
standing of the cultural, political, military, and
economic characteristics of a region must be es-
tablished and maintained. Developing this under-
standing is dependent upon shared training and
education, especially with key partners, and may
require organizational change as well. The overall
effectiveness of multinational operations is there-
fore dependent on interoperability between or-
ganizations, processes, and technologies.
U.S. Navy (David Tucker)
Interagency Operations
The primary challenge of interagency opera-
tions is to achieve unity of effort despite the di-
verse cultures, competing interests, and differing
priorities of the participating organizations, many
of whom guard their relative independence, free-
dom of action, and impartiality. Additionally,
Multinational Operations these organizations may lack the structure and re-
Since our potential multinational partners sources to support extensive liaison cells or inte-
will have varying levels of technology, a tailored grative technology. In this environment and in
approach to interoperability that accommodates the absence of formal command relationships,
a wide range of needs and capabilities is neces- the future joint force must be proactive in im-
sary. Our more technically advanced allies will proving communications, planning, interoper-
have systems and equipment that are essentially ability, and liaison with potential interagency
compatible, enabling them participants. These factors are important in all as-
to interface and share infor- pects of interagency operations, but particularly
Multinational operations—a mation in order to operate in the context of direct threats to citizens and fa-
collective term used to describe effectively with U.S. forces cilities in the U.S. homeland. Cohesive intera-
military actions conducted by at all levels. However, we gency action is vital to deterring, defending
forces of two or more nations usu- must also be capable of op- against, and responding to such attacks. The joint
ally undertaken within the struc- erating with allies and coali- force must be prepared to support civilian author-
ture of a coalition or alliance (Joint tion partners who may be ities in a fully integrated effort to meet the needs
Pub 1-02). technologically incompati- of U.S. citizens and accomplish the objectives
ble—especially at the tacti- specified by the National Command Authorities.
cal level. Additionally, many All organizations have unique information
of our future partners will have significant spe- assets that can contribute to the common relevant
cialized capabilities that may be integrated into a operational picture and support unified action.
common operating scheme. At the same time, the They also have unique information requirements.
existence of these relationships does not imply Sharing information with appropriately cleared
access to information without constraints. We participants and integration of information from
and our multinational partners will continue to all sources are essential. Understanding each
use suitable judgment regarding the protection of other’s requirements and assets is also crucial.
sensitive information and information sources. More importantly, through training with potential
In all cases, effective command and control is interagency partners, experienced liaisons must be
the primary means of successfully extending the
joint vision to multinational operations. Techno-
logical developments that connect the informa-
Interagency coordination—the coordina-
tion systems of partners will provide the links that
tion that occurs between elements of the
lead to a common relevant operational picture
Department of Defense and engaged U.S.
and improve command and control. However, the
Government agencies, nongovernmental or-
sharing of information needed to maintain the
ganizations, private voluntary organizations,
tempo of integrated multinational operations also
and regional and international organizations
relies heavily on a shared understanding of opera-
for the purpose of accomplishing an objec-
tional procedures and compatible organizations.
tive (Joint Pub 1-02).
The commander must have the ability to evaluate
66 JFQ / Summer 20001225 JV 2020 Pgs 2/24/01 11:37 AM Page 67
JOINT VISION 2020 ■
documentation
1st Combat Camera Squadron (Jerry Morrison)
Dominant maneuver—the ability of joint
forces to gain positional advantage with deci-
sive speed and overwhelming operational
developed to support long-term relationships, col- tempo in the achievement of assigned mili-
laborative planning in advance of crises, and com- tary tasks. Widely dispersed joint land, sea, air,
patible processes and procedures. As with our space, and special operations forces, capable
multinational partners, interoperability in all of scaling and massing force or forces and the
areas of interaction is essential to effective intera- effects of fires as required for either combat
gency operations. or noncombat operations, will secure advan-
tage across the range of military operations
Operational Concepts through the application of information, de-
The joint force capable of dominant maneu- ception, engagement, mobility, and counter-
ver will possess unmatched speed and agility in mobility capabilities.
positioning and repositioning tailored forces from
widely dispersed locations to achieve operational
objectives quickly and decisively. The employ-
ment of dominant maneuver may lead to achiev-
ing objectives directly, but can also facilitate em- gathering of timely feedback on the status, loca-
ployment of the other operational concepts. For tion, and activities of subordinate units; and an-
example, dominant maneuver may be employed ticipation of the course of events leading to mis-
to dislodge enemy forces so they can be destroyed sion accomplishment. The joint force will also be
through precision engagement. At times, achiev- capable of planning and conducting dominant
ing positional advantage will be a function of op- maneuver in cooperation with interagency and
erational maneuver over strategic distances. Over- multinational partners with varying levels of
seas or U.S.-based units will mass forces or effects commitment and capability.
directly to the operational theater. Information The capability to rapidly mass force or forces
superiority will support the conduct of dominant and the effects of dispersed forces allows the joint
maneuver by enabling adaptive and concurrent
planning; coordination of widely dispersed units;
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■ JOINT VISION 2020
military operations. In a conflict, for example,
the presence or anticipated presence of a decisive
force might well cause an enemy to surrender
after minimal resistance. During a peacekeeping
documentation
mission, it may provide motivation for good-faith
negotiations or prevent the instigation of civil
disturbances. In order to achieve such an impact,
the commander will use information operations
as a force multiplier by making the available com-
bat power apparent without the need to physi-
cally move elements of the force. The joint force
commander will be able to take advantage of the
potential and actual effects of dominant maneu-
ver to gain the greatest benefit.
Precision Engagement
Simply put, precision engagement is effects-
based engagement that is relevant to all types of
operations. Its success depends on in-depth
analysis to identify and locate critical nodes and
targets. The pivotal characteristic of precision en-
gagement is the linking of sensors, delivery sys-
tems, and effects. In the joint force of the future,
this linkage will take place across services and will
incorporate the applicable capabilities of multina-
tional and interagency partners when appropri-
ate. The resulting system of systems will provide
the commander the broadest possible range of ca-
pabilities in responding to any situation, includ-
ing both kinetic and nonkinetic weapons capable
of creating the desired lethal or nonlethal effects.
Precision engagement—the ability of joint
forces to locate, surveil, discern, and track
U.S. Navy (Franklin P. Call)
objectives or targets; select, organize, and
use the correct systems; generate desired ef-
fects; assess results; and reengage with deci-
sive speed and overwhelming operational
tempo as required, throughout the full
range of military operations.
force commander to establish control of the bat-
tlespace at the proper time and place. In a con- The concept of precision engagement ex-
flict, this ability to attain positional advantage al- tends beyond precisely striking a target with ex-
lows the commander to employ decisive combat plosive ordnance. Information superiority will
power that will compel an adversary to react from enhance the capability of the joint force com-
a position of disadvantage, or quit. In other situa- mander to understand the situation, determine
tions, it allows the force to occupy key positions the effects desired, select a course of action and
to shape the course of events and minimize hos- the forces to execute it, accurately assess the ef-
tilities or react decisively if hostilities erupt. And fects of that action, and reengage as necessary
in peacetime, it constitutes a credible capability while minimizing collateral damage. During con-
that influences potential adversaries while reas- flict, the commander will use precision engage-
suring friends and allies. ment to obtain lethal and nonlethal effects in
Beyond the actual physical presence of the support of the objectives of the campaign. This
force, dominant maneuver creates an impact in action could include destroying a target using
the minds of opponents and others in the opera-
tional area. That impact is a tool available to the
joint force commander across the full range of
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JOINT VISION 2020 ■
documentation
55th Signal Company (Clinton J. Evans)
conventional forces, inserting a special operations Focused Logistics
team, or even the execution of a comprehensive Focused logistics will provide military capa-
psychological operations mission. In other cases, bility by ensuring delivery of the right equip-
precision engagement may be used to facilitate ment, supplies, and personnel in the right quanti-
dominant maneuver and decisive close combat. ties, to the right place, at the right time to
The commander may also employ nonkinetic support operational objectives. It will result from
weapons, particularly in the arena of information revolutionary improvements in information sys-
operations where the targets might be key enemy tems, innovation in organizational structures,
leaders or troop formations, or the opinion of an reengineered processes, and advances in trans-
adversary population. portation technologies. This transformation has
In noncombat situations, precision engage- already begun with changes scheduled for the
ment activities will naturally focus on nonlethal near term facilitating the ultimate realization of
actions. These actions will be capable of defusing the full potential of focused logistics.
volatile situations, overcoming misinformation Focused logistics will effectively link all logis-
campaigns, or directing a flow of refugees to relief tics functions and units through advanced infor-
stations, for example. Regardless of its application mation systems that integrate real-time total asset
in combat or noncombat operations, the capabil- visibility with a common relevant operational
ity to engage precisely allows the commander to picture. These systems will incorporate enhanced
shape the situation or battlespace in order to decision support tools that will improve analysis,
achieve the desired effects while minimizing risk planning, and anticipation of warfighter require-
to friendly forces and contributing to the most ef- ments. They will also provide a more seamless
fective use of resources. connection to the commercial sector to take ad-
vantage of applicable advanced business practices
Summer 2000 / JFQ 691225 JV 2020 Pgs 2/24/01 11:38 AM Page 70
■ JOINT VISION 2020
documentation
2d Marine Division (Tyler J. Mielke)
Focused Logistics
Transformation Path
FY01: implement systems to assess cus-
tomer confidence from end to end of the lo-
gistics chain using customer wait time metric
FY02: implement time definite delivery
capabilities using a simplified priority system
driven by the customer’s required delivery date
FY04: implement fixed and deployable
automated identification technologies and in-
formation systems that provide accurate, ac-
and commercial economies. Combining these ca- tionable total asset visibility
pabilities with innovative organizational struc- FY04: for early deploying forces and
tures and processes will result in dramatically im- FY06 for the remaining forces, implement a
proved end-to-end management of the entire Web-based, shared data environment to en-
logistics system and provide precise real-time sure the joint warfighters’ ability to make
control of the logistics pipeline to support the timely and confident logistics decisions.
joint force commander’s priorities. The increased
speed, capacity, and efficiency of advanced trans-
portation systems will further improve deploy-
ment, distribution, and sus-
tainment. Mutual support vulnerability of logistics lines of communication,
relationships and collabora- while appropriately sizing and potentially reduc-
Focused logistics—the ability to tive planning will enable op- ing the logistics footprint. The capability for fo-
provide the joint force the right timum cooperation with cused logistics will effectively support the joint
personnel, equipment, and supplies multinational and intera- force in combat and provide the primary opera-
in the right place, at the right time, gency partners. tional element in the delivery of humanitarian or
and in the right quantity, across The result for the joint disaster relief, or other activities across the range
the full range of military opera- force of the future will be an of military operations.
tions. This will be made possible improved link between op-
through a real-time, web-based in- erations and logistics result- Full Dimensional Protection
formation system providing total ing in precise time-definite Our military forces must be capable of con-
asset visibility as part of a common delivery of assets to the ducting decisive operations despite our adver-
relevant operational picture, effec- warfighter. This substan- saries’ use of a wide range of weapons (including
tively linking the operator and lo- tially improved operational weapons of mass destruction), the conduct of in-
gistician across services and support effectiveness and efficiency, formation operations or terrorist attacks, or the
agencies. Through transforma- combined with increasing presence of asymmetric threats during any phase
tional innovations to organizations warfighter confidence in of these operations. Our people and the other
and processes, focused logistics will these new capabilities, will
provide the joint warfighter with concurrently reduce sustain-
support for all functions. ment requirements and the
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JOINT VISION 2020 ■
documentation
2d Marine Division (Tyler J. Mielke)
U.S. Air Force (Mitch Fuqua)
military and nonmilitary assets needed for the capabilities in other locations. There is a critical
successful conduct of operations must be pro- need for protection of the information content
tected wherever they are located—from deploy- and systems vital for operational success, including
ment, to theater combat, to redeployment. Full increased vigilance in counterintelligence and in-
dimensional protection exists when the joint formation security. The joint force of 2020 will in-
force can decisively achieve tegrate protective capabilities from multinational
its mission with an accept- and interagency partners when available and will
Full dimensional protection— able degree of risk in both respond to their requirements when possible.
the ability of the joint force to pro- the physical and informa- Commanders will thoroughly assess and manage
tect its personnel and other assets tion domains. risk as they apply protective measures to specific
required to decisively execute as- The capability for full operations, ensuring that an appropriate level of
signed tasks. Full dimensional pro- dimensional protection in- safety, compatible with other mission objectives, is
tection is achieved through the tai- corporates a complete array provided for all assets.
lored selection and application of of both combat and non- The joint force commander will thereby be
multilayered active and passive combat actions in offensive provided an integrated architecture for protection,
measures within the domains of and defensive operations, en- which will effectively manage risk to the joint
land, sea, air, space, and informa- abled by information superi- force and other assets, and leverage the contribu-
tion across the range of military ority. It will be based upon tions of all echelons of our forces and those of our
operations with an acceptable level active and passive defensive multinational and interagency partners. The result
of risk. measures, including theater will be improved freedom of action for friendly
missile defenses and possibly forces and better protection at all echelons.
limited missile defense of the
United States, offensive countermeasures, security Information Operations
procedures, antiterrorism measures, enhanced in- Information operations are essential to
telligence collection and assessments, emergency achieving full spectrum dominance. The joint
preparedness, heightened security awareness, and force must be capable of conducting information
proactive engagement strategies. Additionally, it operations, the purpose of which is to facilitate
will extend beyond the immediate theater of oper-
ations to protect our reach-back, logistics, and key
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■ JOINT VISION 2020
engaged in humanitarian relief operations. Such
operations will be synchronized with those of
multinational and interagency partners as the sit-
uation dictates. New offensive capabilities such as
documentation
computer network attack techniques are evolv-
ing. Activities such as information assurance,
computer network defense, and counterdeception
will defend decisionmaking processes by neutral-
1st Combat Camera Squadron (Jim Varhegyi)
izing an adversary’s perception management and
intelligence collection efforts, as well as direct at-
tacks on our information systems. Because the ul-
timate target of information operations is the
human decisionmaker, the joint force com-
mander will have difficulty accurately assessing
the effects of those operations. This problem of
battle damage assessment for information opera-
tions is difficult and must be explored through
exercises and rigorous experimentation.
The continuing evolution of information op-
and protect U.S. decisionmaking processes and, in erations and the global information environment
a conflict, degrade those of an adversary. While ac- holds two significant implications. First, opera-
tivities and capabilities employed to conduct infor- tions within the information domain will become
mation operations are traditional functions of mil- as important as those conducted in the domains
itary forces, the pace of change in the information of land, sea, air, and space. Such operations will
environment dictates that we be inextricably linked to focused logistics, full di-
expand this view and explore mensional protection, precision engagement, and
broader information opera- dominant maneuver, as well as joint command
Information operations—those
tions, strategies, and con- and control. At the same time, information oper-
actions taken to affect an adver-
cepts. We must recognize ations may evolve into a separate mission area re-
sary’s information systems while
that nontraditional adver- quiring the services to maintain appropriately de-
defending one’s own information
saries who engage in nontra- signed organizations and trained specialists.
systems (Joint Pub 1-02). Informa-
ditional conflict are of partic- Improvements in doctrine, organization, and
tion operations also include ac-
ular importance in the technology may lead to decisive outcomes result-
tions taken in a noncombat or am-
information domain. The ing primarily from information operations. As in-
biguous situation to protect one’s
United States itself and U.S. formation operations continue to evolve, they,
own information and information
forces around the world are like other military operations, will be conducted
systems as well as those taken to
subject to information at- consistent with the norms of our society, our al-
influence target information and
tacks on a continuous basis liances with other democratic states, and full re-
information systems.
regardless of the level and spect for the laws of armed conflict. Second, there
degree of engagement in
other domains of operation.
The perpetrators of such attacks are not limited to
the traditional concept of a uniformed military ad-
versary. Additionally, the actions associated with The Variables of
information operations are wide-ranging—from Information Operations
physical destruction to psychological operations to ■ multidimensional definition and meaning
computer network defense. The task of integrating of information—target, weapon, resource,
information operations with other joint force oper- or domain of operations
ations is complicated by the need to understand
the many variables involved (summarized in box). ■ level of action and desired effect—tactical,
Our understanding of the interrelationships operational, strategic, or combination
of these variables and their impact on military ■ objective of operations—providing infor-
operations will determine the nature of informa- mation, perception management, battle-
tion operations in 2020. The joint force com- field dominance, command and control
mander will conduct information operations warfare, systemic disruption, or systemic
whether facing an adversary during a conflict or destruction
■ nature of situation—peace, crisis, or conflict.
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JOINT VISION 2020 ■
documentation
U.S. Navy (T. Vahn Nequin)
is significant potential for asymmetric engage- Command and control is most effective
ments in the information domain. The United when decision superiority exists. Decision superi-
States has enjoyed a distinct technological advan- ority results from superior information filtered
tage in the information environment and will through the commander’s experience, knowl-
likely continue to do so. However, as potential edge, training, and judgment; the expertise of
adversaries reap the benefits of the information supporting staffs and other organizations; and
revolution, the comparative advantage for the the efficiency of associated processes. While
United States and its partners will become more changes in the information environment have
difficult to maintain. Additionally, our ever-in- led some to focus solely on the contribution of
creasing dependence on information processes, information superiority to command and control,
systems, and technologies adds potential vulnera- it is equally necessary to understand the complete
bilities that must be defended. realm of command and control decisionmaking,
the nature of organizational collaboration, and
Command and Control especially the human in the loop.
Command and control is the exercise of au- In the joint force of the future, command
thority and direction over the joint force. It is and control will remain the primary integrating
necessary for the integration of service core com- and coordinating function for operational capabil-
petencies into effective joint operations. The in- ities and service components. As the nature of
creasing importance of multinational and intera- military operations evolves, there is a continual
gency aspects of the operations adds complexity need to evaluate the nature of command and con-
and heightens the challenge of doing so. Com- trol organizations, mechanisms, systems, and
mand and control includes planning, directing, tools. There are two major issues to address in this
coordinating, and controlling forces and opera- evaluation—command structures and processes,
tions and is focused on the effective execution of and the information systems and technologies
the operational plan; but the central function is that are best suited to support them. Encompassed
decisionmaking. within these two issues, examination of the fol-
lowing related ideas and desired capabilities will
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