Tag: Strategist’s Core Comptency

By Lieutenant Colonel Aaron Bazin

Recently in Washington D.C., Army strategists gathered to discuss their profession.  Discussions revolved around issues important to the Army’s Functional Area 59 and its civilian equivalent, Career Path 60.  Among topics such as promotions and assignments, the group discussed areas such as ISIS in Iraq and the growth of the cyberspace domain.  

One panel’s discussion focused on the question, what does the Army strategist of 2030 look like?  On this point, the panel’s dialogue revolved around what separates a strategist from other specialties (such as Advanced Military Study Program planners), the need (or non-need) for a well-defined brand, and the current policy on what strategists do across the Army and joint force.  Many traits needed by successful strategists came up over the course of three days of discussion, including the need for strategists to lead change, think strategically, and speak truth to power.  

The discussion of professional identity is a valuable one, and is paramount to the future of the field.  This brief article seeks to neither reconcile all of the disparate opinions in one model, nor suggest that one model is even possible.  This article simply provides one point of view for future discussion and debate.  Moreover, the hope is that this article serves as a point of departure that individuals can use to determine their own beliefs on what a strategist should be, know, and do.