Military Review English Edition July-August 2015 | Page 33

ARMY UNIVERSITY AND ENLISTED

voice of twenty-two proponents, eighty-six schools, and
450,000 soldiers as it works to make positive changes for
the soldiers’ and Army’s benefit. Sometimes it is easy to
ignore one voice, but The Army University will be a voice
of many—too loud to ignore.

Talent Management
The Army needs new ways to build agile, adaptive, and
innovative leaders. This will require better management
of talent throughout the four cohorts. There are talented
individuals nested within the force who have potential
and aptitude far exceeding that of their peers. To maximize that talent, the Army must develop agile institutions
that identify and accelerate development of those talented
individuals rather than the old one-size-fits-all process.
The Army University will develop models that emphasize
career-broadening experiences by offering accelerated
education opportunities for its high performers. This will
include programs such as strategic broadening seminars
and the U.S. Army Sergeants Major Academy Fellowship
Program, which is scheduled to be implemented this year.
Increased nontraditional assignments provide a means
to enhance understanding throughout the force of how
the Army truly works, while also providing additional career enhancement opportunities to take advantage of the
talents and capabilities of the senior enlisted leaders.
Exceptional soldiers iden Y