“Transforming in Contact”: Army’s New Changes in Organization and Equipment

In the dynamic world of modern warfare, no military force can afford to remain static. The rapid pace of technological advancement, evolving threats, and shifting battlefields demand constant adaptation. For the U.S. Army, the concept of “continuous transformation” is not merely a strategy but a necessity, especially for its airborne units, which have historically embodied versatility, speed, and resilience. Under the stewardship of Army Chief of Staff Gen. Randy George, the Army has embraced a bold vision of transformation, one rooted not only in evolving technologies but in organizational restructuring, tactical innovation, and a willingness to embrace calculated risk. This vision is encapsulated in the Army’s initiative known as "transforming in contact," an ambitious push for agile adaptability aimed at enhancing lethality and survivability in Army formations.

The transformative efforts within the Army's airborne units are part of a broader effort to modernize and recalibrate the force for the demands of contemporary and future conflicts. As Maj. Gen. Joseph Ryan, the Army’s deputy assistant chief of staff for operations, aptly stated, this transformation is “grounded in one simple principle: increase lethality for our formations.” In a time when enemies are quick to adapt and battlefields are often cluttered with new forms of warfare, the Army is racing against time to ensure that its airborne units are not only prepared but also positioned to dominate in any theater.

The emergence of “Transforming in Contact”

Gen. George's “transforming in contact” initiative is designed as a short-term, fast-paced transformation framework specifically tailored to the immediacy of today’s battlefield requirements. Rather than waiting for the traditional, often lengthy modernization timelines, this approach focuses on reconfiguring units with available resources and structures to enhance their capability and readiness. “Continuous transformation” is the guiding light, and the Army’s commitment to this idea can be seen in the restructuring of its air assault brigades, particularly the 2nd Brigade Combat Team (BCT) of the 101st Airborne Division, which has been at the forefront of these efforts.

According to Gen. George, the aim of transforming in contact is to address immediate tactical and operational needs. It is, as Maj. Gen. Ryan explained, a “two-year sprint” with a laser focus on experimenting with organizational design and materiel innovation. The Army has taken a calculated approach, choosing specific brigades and formations to pilot these changes, drawing from lessons learned along the way to further shape the initiative in the next phase, TiC 2.0, set to roll out across a broader range of units in fiscal 2025.

Restructuring the 2nd BCT, 101st Airborne Division: From Airborne to Mobile Infantry

The transformation efforts within the 2nd Brigade Combat Team, 101st Airborne Division, provide a snapshot of how the Army is evolving to meet the needs of modern combat. Commanded by Col. James Stultz, the 2nd BCT has shifted from a traditional air assault brigade to a more mobile infantry force, focusing on increasing mobility, versatility, and firepower. This transition is not merely about renaming the unit; it has involved tangible structural changes and the deployment of new, innovative technologies.

One of the most notable changes has been the integration of over 200 Infantry Squad Vehicles, each capable of transporting nine soldiers, significantly enhancing the brigade’s ability to move rapidly across the battlefield. The addition of the Next Generation Squad Weapon further elevates the unit’s lethality, providing soldiers with enhanced firepower.

But it’s not just about hardware. The brigade’s new structure is also leveraging advanced deception technology, using Raspberry Pi-powered electronic decoys to mimic the signals of headquarters elements and confuse enemy surveillance. These decoys—featuring signals similar to smart watches and wireless printers—are deployed strategically to bait enemy forces into revealing their positions, enabling counterbattery fire and improving situational awareness.

The restructuring doesn’t stop there. Col. Stultz developed a “multifunctional reconnaissance company” to fill gaps left by the disbanding of the brigade’s reconnaissance squadron—a shift resulting from the broader restructuring of force formations across the Army. This new reconnaissance company comprises three “hunter-killer platoons,” reintegrating essential capabilities that were previously lost and providing a more robust and flexible reconnaissance force. Additionally, at the battalion level, Col. Stultz introduced multipurpose companies that amalgamate scout and mortar platoons alongside anti-tank and human-machine integration specialists, creating a nimble force prepared for diverse mission profiles.

Testing Transformation in Contact: Innovation in Real-Time

Transforming has not been confined to stateside bases. For Col. Joshua Glonek, commander of the 3rd BCT, 10th Mountain Division, this transformation took place in the operational environment of Eastern Europe as part of Operation Atlantic Resolve. The brigade transitioned into a light infantry brigade combat team, with modifications designed to increase mobility and reduce its operational footprint, essential in a theater where survivability and detectability are in constant tension.

To mitigate the loss of traditional cavalry capabilities—due to the elimination of its cavalry squadron—the brigade leaned heavily on unmanned aerial systems (UAS). By deploying drones across every echelon, from squad to brigade level, the 3rd BCT has been able to maintain situational awareness and provide reconnaissance without risking human life. This evolution signifies a foundational shift in the Army’s approach, allowing robots, rather than soldiers, to make initial contact with enemy forces. This increased reliance on unmanned systems aligns with the broader Army ethos of risk reduction and survivability for human soldiers.

In addition to integrating unmanned systems, Col. Glonek decentralized his brigade’s resupply operations, transforming the brigade support battalion into a light support battalion. This change reduced the footprint of the brigade support area, enhancing its mobility and enabling it to operate in dispersed formations. By decentralizing resupply points, the brigade can maintain supply lines with reduced vulnerability to enemy detection and artillery strikes, a significant consideration in the complex environments U.S. forces may encounter.

The Role of Experimentation and Risk in Army Transformation

The path to transforming airborne units has been far from rigid. As Maj. Gen. Ryan highlighted, the Army has embraced a culture that values experimentation and calculated risk-taking. “Failure is an option,” he noted, a statement that underscores the Army’s recognition that innovation often requires venturing into uncharted territory and accepting the possibility of mistakes. This philosophy of learning through experimentation and accepting the inherent risks is a departure from the often overly cautious approach traditionally associated with military innovation. By encouraging brigade commanders to test new organizational models and technologies, the Army aims to identify and adopt best practices in real-time.

For instance, the use of electronic decoys by the 2nd BCT, 101st Airborne Division, to mimic signals of command elements is an unconventional tactic that was only possible through a culture of trial and learning. Similarly, the integration of drones across multiple echelons in the 3rd BCT, 10th Mountain Division, emerged from a willingness to embrace new technologies and depart from the conventional approaches to reconnaissance. These innovations serve as test cases for the next phase, Transforming in Contact 2.0, which will extend to additional brigades, including armored and Stryker brigade combat teams and units within the Army Reserve and National Guard.

Building the Force of Tomorrow

As the Army moves forward, the lessons drawn from transforming brigades will inform broader transformation efforts across the force. The decision to decentralize, disperse, and digitally augment units is not just an adjustment to meet immediate tactical needs; it represents a fundamental shift in how the Army envisions future warfare. Rather than relying solely on human soldiers in direct confrontation, the Army is increasingly turning to unmanned systems, deception technology, and decentralized operations to maintain an edge.

The path laid out by the Army leaders is one of continuous adaptation, driven by both necessity and a recognition of the unpredictability of future conflicts. As new threats emerge and adversaries evolve, so too must the Army. The changes within the 101st Airborne Division and the 10th Mountain Division exemplify this ethos. By integrating these new organizational structures and technologies, the Army is not only preserving the legacy of its airborne forces but reshaping it to face the challenges of the modern battlefield.

The concept of “transforming in contact” is about meeting the enemy on one’s own terms, adapting on the fly, and using every advantage to maintain superiority. For U.S. Army units, this means a departure from traditional roles and structures, venturing into a future where human and machine work in tandem to outmaneuver and outfight adversaries. The airborne forces of the future will be lighter, faster, and more adaptive, embodying a new paradigm of warfare that recognizes transformation as a constant journey rather than a destination.

As Gen. George continues to push for continuous transformation, the Army’s units stand as a testament to the service’s commitment to evolving in real-time, forging a path that blends tradition with innovation, and ensuring that America’s soldiers are prepared to meet—and defeat—the adversaries of tomorrow.

The Future Long Range Assault Aircraft

The dynamics of the “Transforming in Contact” has meant that some DoD and US Army Projects have failed to pass the test of time. However, the Future Long Range Assault Aircraft (FLRAA) has overcome time and moved on to the next phase. This year, the U.S. Army has made a significant stride in FLRAA program by officially initiating the engineering and manufacturing development phase, aiming to have soldiers operational in the cockpit by 2030. Doug Bush, the recently retired Army's acquisition head, emphasized the importance of this step, stating that FLRAA represents the Army's top aviation modernization priority and will greatly enhance assault and medical evacuation capabilities with improved speed, range, and endurance.

The Army selected Bell Textron's V-280 Valor tiltrotor for the FLRAA program in 2022. The program has progressed through various phases, including a preliminary design review and a comprehensive assessment by the Army Systems Acquisition Review Council (ASARC), which confirmed that potential risks related to affordability, technological viability, and manufacturing had been sufficiently addressed.

With the green light for Milestone B, the Army plans to design and produce six prototype aircraft, with the first prototype expected to fly by 2026. If everything proceeds as scheduled, low-rate initial production could begin in 2028, followed by fielding to soldiers in 2030.

Army Aviation Branch Chief Maj. Gen. Michael McCurry highlighted the evolving demands of modern warfare, emphasizing that the FLRAA’s capabilities are essential for both conventional and Special Operations Forces. With approximately double the range and speed of current platforms, FLRAA promises to deliver unmatched combat capabilities.

However, the program faces potential complications due to Boeing's pending acquisition of Spirit AeroSystems, which currently provides the composite-skinned aluminum fuselage for the V-280 Valor. If the acquisition proceeds, Bell may need to identify a new fuselage manufacturer or internalize production, leading to uncertainty in the program's trajectory. Bell has not commented on the implications of this situation, while Spirit AeroSystems maintains its commitment to the partnership with Bell.

An Army spokesperson indicated that it remains early to assess how changes in fuselage production could affect the FLRAA program, suggesting that the situation requires close monitoring as developments unfold.