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Ladies and gentlemen, welcome to the President and CEO of the Association of the United States Army, General Robert Brown. So, welcome to the Dwight David Eisenhower Dinner. As you've heard, this year's theme is extraordinary: " America's Army-The Foundation of the United Forces." And few Americans understood better than General Eisenhower what was needed to create that foundation. As Supreme Commander of the Allied Expeditionary Force, Dwight Eisenhower brought together an alliance of nations and commanders who did not always agree with each other. At a time when the alliance could not afford to split, he understood that trust is the foundation of any coalition, earned long before it is tested. He had
the foresight to understand that any Allied tactic and operation was ultimately based on the enormous task of providing the coalition with food, fuel, and logistics. So creating a foundation is never a spectacular job. It is often taken for granted, only noticing when something goes wrong. But the foundation we are laying this week will shape the Army and the Joint Force for years to come. And today we are lucky to have leaders who understand this. Please join me in welcoming the acting Secretary of the Army Adam Tell, Deputy Chief of Staff of the Army and Acting Chief of Staff, General Chris LaNeve, Sergeant Major of the Army Michael Weimer; Let's thank them for being here and express our gratitude for their incredible support. Also,
we have so many extremely distinguished guests that it would take me a long time, all lunch, to mention everyone, but I want to highlight a few: General Steve Nordhaus, head of the National Guard Bureau, thank you for being here. We also have General Josh Rudd from Cyber Command; General Xavier Brunson of the USFK; General Joe Ryan of Southern Command; General Ron Clark from USARPAC, and I could go on, but I will say that the two most important people here are our Sergeant of the Year, Sergeant Doyle, and our Corporal and now Sergeant, Soldier of the Year, Sergeant Shields. Please, guys, stand up. Among other distinguished guests, we are honored to welcome a number of ambassadors. With us is His Royal Highness the Prince of Denmark, Brigadier
General Joachim. We have defense ministers, generals, and other senior leaders here, representing many of our friends and allies from around the world- nearly 100 countries. And I'll just ask all of you to stand so we can honor our allies and partners who are with us today. This is an incredible strength demonstrated here by over 100 of our allies and partners. We also want to congratulate Army Medal of Honor recipient, Major Nicholas Dockery. Nicholas, where are you? Here he is. It is a great honor for us to have you here. A big thank you to our former Army Secretaries, Army Chiefs of Staff, and Army Sergeant Majors for being here and for their wonderful support of our
Army, which continues to this day. Today we are honored to welcome General Chris LaNeva. General LaNev is a native of Pittsburgh, Pennsylvania, and was commissioned as an infantry officer after graduating from ROTC in May 1990. General LaNev commanded at every level and held numerous positions on the Army and Joint Staffs during his 36 years of service. Most recently, he served as Senior Military Assistant to the Secretary of Defense, Commander of the 8th Army, Chief of Staff of the Joint Forces Command, and Commander of the 82nd Airborne Division. He currently holds the position of 40th Deputy Chief of the Army Staff and acts as Chief of the Army Staff. He is married to Kimberly and they have two children who are currently
serving in the military. A family affair, without a doubt. So please welcome General Chris LaNeve. Okay, sir. Major? Well, sir, I think we should invite the best department here first, sir. Because we only honored two of them. Yes, that's true. And I think there are three more. I think three more should come up here. So, come out. Best department, come up here. 3rd Ranger Battalion from the 75th Ranger Regiment. Slender! Well, because. So, sir, there were 11 great departments, but this department was the best. And, sir, there are some special guests here in the hall. Do you have relatives here?
Yes, sir. Do you have family here? Yes, sir. Anyone else? Well, who else has family members? Do you have a family member? If you are a family member of one of these soldiers, please come forward. Come here. Well, because. Where did they go? They are leaving. Come on. Please. We're not that scary. You will have to parkour your way through this crowd. Please. This is a special moment. You must come here and pick up your warrior. Come on. We should invite the proud parents here. This is what truly makes our military so special. Our families, who support us and continue to inspire us. But it seems we have a bit of a problem here, Sergeant Major?
Sir, you have the appropriate authority, and I believe we should promote the two specialists standing here. We cannot allow this to happen in our best department. Yes, sir. And it's very important that we have their family members with us to help us with this. Therefore, sir, I believe we should promote these two specialists Let's do this. Good. Announce the order. Please remain in your seats. Listen to the order. The Secretary of the Army expressed special confidence and trust in the patriotism, courage, dedication, and professionalism of Specialist William Shafer and Specialist Marshall
Garen. Given these qualities, they are promoted to the rank of sergeant, starting October 13, 2026. Signed by General Christopher K. LaNeve, Deputy Chief of Staff of the Army. When is your starting date at Ranger School? I don't have the exact date, Sergeant Major, but it's January. January? Immediately. January. Understood, sir. Congratulations. You will be fine. Well done. Thank you, sir. Let's just give them a round of applause.
Here. We will take 300 photos. Ladies and gentlemen, how about a round of applause for the mom and dad who raised this boy? Well done. Thank you very much, sir. Thank you. God bless. Continue to live by the Abrams charter. Daily. Hi, have a nice day. Sir, tear them apart. U. If you're not inspired by two Rangers being promoted to sergeant and you're watching a video like this, you're at the wrong conference. So, ladies and gentlemen, thank you for joining us for the Eisenhower Dinner. It is an honor for me to be
with you today as Deputy Chief of Staff and Acting Chief of Staff of the Army. Special thanks to the musicians, you always make everything perfect, and to all the staff who made this dinner possible. And thank you AUSA for organizing such an impressive event, as always. And General Brown, sir, I would also like to express my gratitude to you. For your leadership of AUSA, but more importantly, sir, for the passion you have for our United States Army and for your continued support of the best army in the world. Thank you, sir. Acting Minister Tell opened this conference yesterday with a compelling speech. He started with a simple concept that has immense significance for both our military and our nation. The ability to control and
protect the land. And he made the case for why we must embrace a symbiotic relationship between the military and industry to ensure that we can always maintain control of this land. Acting Secretary Tell and I act in unison because we share a belief in the immense power of American ingenuity across the country. My remarks today will develop these themes. We will talk about land power, our ability to project power to and from land, and our commitment to maintaining dominance on land, because the military-our military, your military-is the foundation of the
joint force. So, when you leave this room, I want you to have no doubts about who I am, how the Army fights, and what comes next, so that we can move forward together. And although I've been in this position for some time, I understand that many people only know me from what they read in the news. So I feel like I owe it to you to introduce myself today. My name is Chris Laney. I am an infantryman by profession and a paratrooper by choice. My military career has taken me through a wide range of diverse assignments, given me a deep understanding of the entire military structure and the wonderful soldiers and civilians who serve. I started as a gunner with 13 Bravo and earned my degree at the University of Arizona, a place my wife and I like
to call the Harvard of the Southwest It was there that I met my beautiful wife, Kim. And let's also deal with this right away. Frankly speaking, I am the youngest of six children. My parents have six children. And yes, the youngest has a speech impediment. This means that I have fought all my life, and I will fight with the same fervor and spirit for our army. I also have two children serving in the military today, and I want nothing more than to leave the military better than we found it. 251 years ago, the United States Army fought for our nation's independence. And throughout the centuries that followed, our army always answered the call of the nation. We have demonstrated a
willingness and ability to adapt to anything that threatens the American way of life. In my opinion, our most successful periods of adaptation had one thing in common. They began with a clear understanding of the enemy and a clear concept of how the army would fight it. An air-ground operation is a perfect example to illustrate this. After Vietnam, the Army faced a specific operational problem. How to defeat the persistent threat of that era-the Soviet Union in Europe. The air- ground operation provided a comprehensive response. It coordinated doctrine, organization, training, leadership development, and logistics. It helped integrate Abrams, Bradley, Apache, Black Hawk, Patriot not as isolated platforms, but as complementary parts of a unified
team that can win even when outnumbered. It focused the work of our training centers and contributed to the continuous professional growth of the non-commissioned officers. Technology mattered, but technology is not strategy. The real advantage was in coordinating all the army's activities around how it would fight. In the post-9/11 era, the military has had to Refocus on the threat from foreign terrorist organizations, directing resources and training to the needs of counterinsurgency operations. The army increased in size and created modular brigade combat groups designed to protect the population from threats lurking in plain sight.
We adapted extremely well to the opponent of the time. However, this struggle also allowed us to take for granted air superiority, contractor support on the ground, and a secure rear. These assumptions are no longer relevant. Recent efforts to stimulate investment and innovation have been aimed at changing the status quo and adapting forces to the modern operational environment. And what I owe you as Acting Chief of Staff of the Army is an investment based on threat assessment, integrated into a holistic concept of large- scale warfare. I'm sure I'm going to disappoint some of you in the gym or online who were expecting news about the new uniform or the physical fitness tests. This won't be here today.
No, today we present "How the Army Fights." Operational combat leadership, which sets the direction for our military and aligns us with Department of Defense directives on joint forces. This document was published last week so that you could read it before AUSA and so that we could discuss it here. "How the army fights" is what the army needs. This defines the direction of our movement and unites the team around a common understanding. Our contribution to joint efforts to counter modern challenges. It defines the operational environment and articulates how operational-level maneuver combines tactical and strategic success. Let me say right away: "How the Army Fights" is not,
I repeat, not a rejection of multi-sector operations. The purpose of this document is to provide guidance on warfare that will help every commander at every level understand their role in multi-domain operations. The MDO concept was first introduced in 2018, and since then we have been observing and learning from global conflicts, including Russia's war in Ukraine, operations in Iran, Gaza, and even operations along our borders. This is what we observe. The proliferation of UAVs, countermeasures, and sensor networks, constant battlefield surveillance, increasingly accurate and long-range firepower, and the ubiquitous influence of cyber and space.
The geometry of the battle space has changed. But that does not mean, and I repeat, it does not mean that ground maneuver is dead. The Army's dominance on land is based on our ability to maneuver quickly on the battlefield like no other army in the world. Operational maneuver creates dilemmas for the enemy and allows us to maintain a decisive and offensive advantage. This is achieved by mastering the four elements of ground power that are already inherent in our formations. Convergence, strike, melee, and endurance. These are not isolated battles. These are four elements of one fight. And together they allow the army to solve the most complex operational tasks of the joint forces. And because it's something new: convergence
brings together capabilities from all areas to create and exploit advantageous positions. It connects sensors with decision makers, combines kinetic and non-kinetic effects, and synchronizes operations against enemy systems. Just this week, the 7th Infantry Division and the Pacific Multi-Domain Operations Command completed the "Bayonet Quest 26" exercise, designed to assess our ability to converge cross-domain sensing and strike through autonomous systems. Convergence is the invisible work of theater armies, corps, and multi-domain commands tasked with combining unique capabilities with precise timing to stun enemy commanders with simultaneous dilemmas. It disrupts their sensors and networks. It speeds up our
decision-making cycles while stretching theirs. And it creates the conditions that allow combined forces to move, strike, communicate, and ultimately win. Strike is the ability to degrade and destroy enemy systems using long- range offensive lethal and non-lethal firepower. In practice, this looks like the 1st Battalion, 121st Artillery Regiment, Wisconsin National Guard, which masterfully executed HIMARS fire missions during the first salvo of Operation Epic Fury, destroying Iranian naval assets. But the blow is not just fire. The punch requires pace and constant mobility, the ability to quickly disperse and then gather to achieve effect. This requires an emphasis on mission- oriented management at every level, where
everyone must excel in their protection and concealment tasks. An effective strike creates space for decision-making and strengthens the initiative of the combined forces. The blow starts the discussion. Melee combat completes it. Nothing is more closely associated with the American soldier than the element of close combat. It's in our DNA. It is carefully instilled from the first day of basic training, reinforced by rigorous training and demanding physical training. Close combat is the ability to close in on the enemy, disorganize, destroy, or defeat them upon contact through echeloned maneuver of combined arms. It is immortalized by the paratroopers and rangers who seized the beachhead in
Normandy, or by the pace and overwhelming mass of the Battle of the 73rd Easting. But this is not a relic of a bygone era. This remains the moment when enemy forces are physically defeated, territory is captured, populations are protected, and tactical actions become lasting political outcomes. Close combat remains the ultimate test of the Army's ability to impose its will on the enemy. Ensures a decisive victory for the combined forces. And all this is supported by endurance. From the tactical edge to the American homeland, our Army positions,
defends, and projects combat power across time and space in the face of a persistent and sophisticated adversary. This is a true concept of endurance. It starts with the physical and mental resilience of each soldier. This requires secure infrastructure, resilient networks, forward access, sufficient ammunition supplies, medical support, maintenance, and an industrial base capable of replacing what the battle consumes. These are complex problems that require investments that are not always obvious. Understanding the need for provision in every planning. The Army's Advanced Manufacturing Initiative is just one example of how we are moving forward to ensure that the warrior can endure and overcome the exhaustion of prolonged conflict.
And, of course, our Army, your Army, prepares the theater of operations before a conflict even begins, which is a critical aspect of endurance and the foundation of the Army's mission and its contribution to the joint force. Endurance ensures that the combined forces can withstand the enemy's best blow and continue the fight. Together, these four elements of land power give the U.S. Army, as part of a joint force, the ability to fight and win our nation's wars. We create conditions through convergence and endurance, and we achieve decisive results through impact and close combat. And at the center of all of this, never forget, at the center of all of this is the American soldier. Advanced technologies expand our
capabilities. Autonomous systems increase our mass. Superintelligence speeds up our decisions. Networks connect our formations. These innovations enhance human judgment under pressure. But today there is no algorithm capable of reproducing the moral courage needed by a soldier in battle. And every day we demand from American soldiers the readiness to hold territory, ensure the safety of the population, disarm militias, protect humanitarian corridors, and create conditions for further action. This should never, under any circumstances, be an even fight. The speed, precision, and lethality that soldiers need to accomplish these tasks require advanced technology. And Acting Secretary Tell, like me, we intend to provide them on the scale necessary
. It's not about quantity. It's not about novelty. It's about providing what the conduct of hostilities requires. We are not slowing down and we are not failing. So how do we actually achieve this? How do we ensure that these guidelines for waging war are not theoretical exercises, and that we can move forward in a unified direction? Let's discuss what the Army Headquarters owes you and what happens next. Now that we have published the Army's principles of warfare, the next step is to ensure that the Army's campaign plan fully implements this document. Our last campaign plan was published in 2022. We owe you an explanation of how strategic intent translates into. After all, the Army is an organization with limited resources of soldiers, equipment, and
time. And our job is to analyze and synchronize the formation. In addition, we are currently refining our doctrine. FM 3-0 is currently being revised to ensure that we are doctrinally literate across the force and have a clear understanding of the operational environment. This includes the clear language we released earlier: what battlespace belongs to each echelon, where the technologies are located behind the echelons, and what force structure corresponds to that. And yes, we are currently conducting a METL task review. Our airborne division should not have the same tasks as a tank division. These tasks should be unique to their formations. And to the soldiers in this room and those listening today at every level, I want you to realize the
importance of taking responsibility for your role and for how the Army fights. If one element fails, the operational maneuver deteriorates. If operational maneuver deteriorates, then our value to the joint force declines, and we simply cannot allow that to happen. You have our word that we are working to ensure that you can focus on your part of the operational maneuver, whether your primary responsibility is ensuring convergence, strike missions, close combat, or endurance. I trust you to master the basics of your profession and train for the basic and collective tasks of your military specialty. We should all be experts in our field, period. And as stated in "The Asymmetric Army," each of us is responsible for adopting the
warrior mindset. This involves discipline in maintaining our physical fitness to withstand the crucible of battle, and a willingness to train hard against an enemy that thinks and adapts. We promise to provide you with new technologies on-site so you can properly train and integrate them. The training center is a place where we find out if our units can fight with the equipment we have, not a place where we unpack new gear for the first time. And to our industry partners in this room: it's important to us that you hear this. The Secretary and I are not giving up on modernization. This is clearly reflected in "The Asymmetric Army," where I outline the requirements
necessary to stay ahead of our adversaries. And I hope that after Acting Secretary Tell's remarks yesterday, you see that our military appreciates American ingenuity in this matter. No, the army is not turning away from modernization. In fact, it's quite the opposite. We are rapidly moving towards it. And we do this with the understanding that resources are not infinite. This means making informed decisions about where to direct your investments. When I think about the capabilities of the army, I divide them into three categories, which I have already talked to you about a lot during my speeches. Outdated, long-lasting and modern.
We will get rid of outdated equipment to quickly free our units from old equipment that breaks down and distracts us from quality training. We will make targeted investments in our long-term capabilities, which should serve as a transitional phase while we equip our troops with modern equipment. But we will also make targeted investments in modern capabilities that are scalable and that directly impact how the Army fights as part of a joint force. The Ministry of Defense seeks not only to experiment, test, and rapidly implement advanced technologies, but also to disseminate proven technologies across all of our formations. We are implementing
autonomous and unmanned systems at every level of unit with the appropriate force structure, including the introduction of military specialties in UAVs and robotics to integrate these technologies where necessary. Following the Secretary of War's announcement of the creation of the Autonomous Warfare Command, Acting Secretary Tell and I renamed Futures and Concepts Command to the U.S. Army Futures and Autonomous Systems Command (FASTCOM). We act focused and attentively. But, as the acting president likes to say, Secretary Tell, we're just picking up speed. This understanding of how the army fights is a clear signal for action. Join us in securing our position as the most powerful land power in the world. We are asking industry to help us combine forces faster, strike
further and more effectively, help our soldiers dominate close combat, withstand sustained attacks, and do so at scale. Because investments in the Army are investments in joint forces. Both members of Congress and professional staff, we hear you. The Army's senior leadership owes you a return on Americans' investment. Our programs must be connected to how we fight. Our budgets should reflect our priorities, and our needs should be based on operational necessity. The way the Army fights provides this connecting element. We must align our programs with the objectives of strike, close combat, convergence, and endurance, and this is our commitment to Congress and the American people. Since the Revolution, we have asked generations of men
and women to fight in the service of our country. We ask them to become part of a team, to take enormous personal risk, to overcome physical exhaustion and discomfort for the sake of a higher purpose. These soldiers stand between the homeland and anything that threatens the American way of life. And without hesitation they will say: "Not under my supervision. " Our Army's readiness, advanced capabilities, rigorous training, and the sheer size and physical strength of our formations create a deterrent that forces our enemies to say, "Not today." If our adversaries miscalculate and think they can challenge the values and prosperity of our nation, our Army, your Army, is prepared to inflict unimaginable damage. Much of this could be said
about the combined forces as a whole, but I want to be clear. The Joint Force simply could not do its job without the United States Army, because we are the foundation of the Joint Force. You may not hear about the presence of troops on the ground, but that should never be interpreted as the absence of a U.S. Army soldier. Even before the first shot is fired, the Army is preparing the theater of war. We collect intelligence for strategic and operational planning. We protect critical capabilities around the world. We provide ground-based communications with space platforms. We campaign with allies and partners to increase interoperability and improve burden sharing. And wherever the
combined forces are, your Army is already there. And if deterrence fails, and the army is called upon to perform the most difficult and most human task, our army, your army, will answer that call. And I consider it sacred. God bless you all. We will protect this. Convergence, strike, melee, endurance. These four elements are not separate battles. These are four elements of one fight. Together, they facilitate operational maneuver, allowing the U.S. Army to help solve the most complex operational tasks of the joint force. This is how the army fights. Well, thank you very much, General Laney. I don't know about you, but I'm ready to sign up for another 30 years. You know, it's just incredible.
We stand ready to support you and the rest of the Army leadership as you lead the Army through this critical time. The annual meeting is going great so far, and there are still many exciting things ahead. Tomorrow at 10:00 AM, be sure to join us here in the ballroom for the Secretary of the Army's panel discussion on autonomous warfare. All the secretaries of the armed services will be there, and you won't want to miss it tomorrow at 10 a.m. Also, don't miss our outstanding modern military forums.
They are already underway. Today's forum, for example, is dedicated to integrating autonomy into warfare, while tomorrow's forums will include critical topics such as the future of long-range strikes for joint forces and the Strategic Capital Initiative. These forums are open to all participants, admission is free. Visit the exhibition halls, both inside and outside the conference center, to see the amazing innovations presented by the defense industry. Also, don't miss the " Warriors' Corner" on the exhibition floor, where there will be discussions on command and control, procurement reform, optimizing combat capabilities, and much more. So please continue to make the most of your time here. See you at the exhibition and
educational programs. Thank you very much.
