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RAND identified 25 key challenges to the Army's strategic force generation model and proposed themed solutions:

• The challenges may be grouped under three principal headings: national security–level risks, enterprise-level risks, and operational-level risks.
• National security–level risks include identifying and reacting to the future or emergent nature and character of war, and prioritizing roles and missions among global, regional, and domestic objectives.
• Enterprise-level risks include identifying capability gaps among Government, Force Headquarters, and Army, and sharing capabilities as appropriate; aligning the vision of Army excellence with the resources to achieve it; and managing the growth of the Army in accordance with existing policy frameworks.
• Operational-level risks include assessing capability gaps and preparedness; aligning force generation cycles between services; properly balancing training between combat and other appropriate mission roles; and addressing the divergence of training and materiel between Active and Reserve Components.
• The 25 challenges are interrelated: operational challenges are nested in enterprise risks, which in turn are nested under national security risks.

The Australian Army is changing, modernising, and reorganising its force structure in ways that affect the force generation (FORGEN) cycle of its combat and enabler elements. To ensure that this transition is successful, the Australian Army is seeking to identify and address strategic FORGEN challenges. This report takes a broad view of FORGEN, considering both the operational and the institutional factors that can affect an army's imperative to generate ready and capable forces. The report reviews the modernisation efforts and FORGEN practices of the U.S. Army, the U.S. Marine Corps, the French Army, and the Canadian Army to gather lessons that might be applicable to Australia's current efforts. It additionally draws on documents describing the current processes and challenges in the Australian Army and subject matter interviews to identify challenges (vulnerabilities or capability gaps) and assess their potential effects on management areas, combat functions, and enabling functions. The report also offers recommendations to address what may be seen as the most prominent current and emergent challenges facing the Australian Army. RAND identified three areas of principal importance: (1) prioritising the roles and missions of the Army; (2) designing a force to align with these roles and missions; and (3) continued communication across all levels of Defence and with the Australian Government to be able to perform the agreed roles and missions. The report is likely to be of interest to Government officials overseeing defence policy.

• Chapter One

  Introduction

• Chapter Two

  Enterprise-Level Management Challenges and Risks Relevant to Force Generation and Modernisation

• Chapter Three

  Identifying and Discussing Concerns in the Australian Army

• Chapter Four

  Summary of Recommendations and Conclusions

• Appendix A

  Background on the Australian Defence Organisation and Australian Army

• Appendix B

  Description of U.S. Army Total Army Analysis Process