Section 3. Army of the Future

Introduction

This is one of the key sections from a broader strategic document currently under development — a Concept for the Development of Ukraine’s Armed Forces.

Its purpose is to initiate open discussion with soldiers, officers, volunteers, defense industry experts, drone developers, instructors, and all those shaping Ukraine’s security and defense future.

The ideas presented here are not dogma — they are an invitation. We are building a modern, adaptable, and resilient force while in the midst of an existential war. That requires honest reflection, critical feedback, and the collective will to transform.

Section 3: Army of the Future focuses on issues of leadership culture, the role of non-commissioned officers, flexible decision-making, corps-level formations, and the integration of modern technologies and battlefield experience.

We welcome your feedback, ideas, and critique.

Together, we must forge a fighting force that not only defends — but defines — the future of Ukraine.

3.1. The Commander as a Battle Designer The modern battlefield requires commanders not only to follow orders but to think flexibly, take initiative, and act creatively. A commander is no longer merely an "executor"—he becomes a battle designer, an architect of situational advantage. This applies not only to special forces but to every combat officer and sergeant. A key competency is the ability to make decisions under uncertainty, adaptively use available tools and terrain. Such qualities must not only be nurtured—they must be selection criteria.

3.2. The NCO Corps as the Backbone of the New Army Without a professional NCO corps, building a modern army is impossible. The Western model recognizes the NCO not as a "senior soldier," but as a key leader, bearer of tradition, motivator, and person responsible for the condition of the unit. In Ukraine, this vertical structure is still missing. It must be built from scratch: with clear hierarchy, education, powers, career paths, symbolism, and leadership culture. A sergeant must command respect—from both soldiers and officers.

3.3. The Commander as Educator and Personnel Manager In the absence of an effective NCO corps, the commander is burdened with inappropriate duties: managing day-to-day issues, training, psychological support, logistics. This blurs the focus of planning and tactical control. A line commander must be able to trust junior leaders, act as a mentor rather than a supervisor, and have the resources to delegate responsibility.

3.4. Breaking with Soviet Military Rudiments Outdated ideas of a strictly hierarchical army—where initiative is feared and sole responsibility dominates—lead to defeat. Soldiers' fear of their commanders does not produce discipline. Modern discipline is about trust and responsibility to comrades. The system in which senior officers fear the initiative of younger ones must be dismantled.

3.5. Planning Culture and Intellectual Advantage Staff culture must be rebooted. We must cultivate intellectual leadership: a commander who cannot think two steps ahead has no right to lead. Planning is not bureaucracy—it is a survival tool. We must recruit motivated, educated, technically skilled individuals to staff work. Selection should be based on intellect, motivation, and results—not age or formal education. At a minimum, staff should understand the basics of the Military Decision-Making Process (MDMP).

3.6. Transition to Corps Structure: Response to War’s Demands In 2023, the Russian army transitioned to a regiment–division–army model, giving it a distinct operational advantage. The Ukrainian army must abandon fragmentation and move toward corps-level operational formations. Already today, some units—such as the 3rd Assault Brigade—function de facto as corps. This is not just an organizational change—it is an operational necessity. Without this level, we risk losing campaigns even with strong tactical units.

3.7. Education, Leadership, and Youth Advancement Young officers, sergeants, analysts, and drone operators must have a real chance to grow. This is not a privilege—it is a strategic need. We need a system where a person with ideas and character can become a leader. Not “wait their turn,” but “prove themselves.” The army must become a place of opportunity, not stagnation.

3.8. Vision: Adaptive, Intelligent, and Living Army The army of the future is not a Western copy or a rebranded Soviet model. It is our own system, built on the experience of war, our values, character, and ingenuity. The key is to create space for people who can lead, think, and act. That kind of army will win—not only the war but the future.

This section is prepared for discussion with soldiers, NCOs, officers, specialists, and everyone with experience and vision for transforming Ukraine’s Armed Forces.