Retaining Talent for Army 2020: Overcoming Institutional Barriers.

摘要

The vision of Army 2020 is likely to remain an aspirational goal in the dustbin of history, overcome by institutional bureaucratic pressures. The Army's anticipated restructuring (downsizing) of the All-Volunteer force presents a challenge to ensuring the retention of high-potential junior officer talent in the Officer Corps for senior-level positions in the Army of 2020. U.S. military leaders understand that we must balance the tension between winning the current fight with a high level of performance and creating a culture of continuous change that will help the institution sustain the competitive advantage it gained through 10 years of conflict. Our most talented junior leaders have innovated in the field and displayed leadership talent that must be groomed and developed for the Army of 2020. Creating a high-quality bench of strategic leaders for the future is at risk if measures are not taken now to prudently address the issue. This paper highlights several best practices for talent retention from academia and business. Three specific measures offer ways over, around, and potentially through the institutional concrete that will likely stymie the Army from achieving enduring cultural change for Army 2020.