discussion. >> the impeachment of president trump, watch unfiltered coverage of the senate trial on c-span2 live as it happens and same-day re-airs. atlow the process on demand c-span.org/impeachment and listen on the go using the free app.n radio armyncer: earlier today, chief of staff general james mcconville delivered remarks on the army's mission and goals. spoke of some of the technological advances in the department. >> good morning, i want to thank you all for being here. my name is alex brody, director

associationat the of the united states army and thank you for being here. i can't think of a better way to the 2020ausa breakfast series than to do so in this location with the chief of staff, general james mcconville. appreciate everyone being here and wish you a happy new year. toget started, i'm going introduce ms. tammy call, the director here at the museum. thingsike to say a few about this wonderful museum we're all in today. please help me welcome mrs. tammy call. [applause] >> good morning, everyone. thank you for being here. mcconville, general ham, all of our guests, welcome to museum of the united states army. we look forward with great excitement of opening the doors june 4, 2020.on and a half months away but nobody's counting.

you're getting a glimpse of what phenomenal museum this is going to be and we encourage all of you to help us spread the to become thepare front door to america's army. so with that, welcome to the museum where we will honor and welcome hundreds of thousands of year.rs every single so welcome, enjoy your day. [applause] >> thanks, tammy. thank you very very much for facility.rful how many of you are here visiting the museum for the the very first time? everybody. how many of you are here for the last time? nobody, not a single hand. impressive and large opent this area, you get but a glimpse of

of ourmendous history army. so we are very, very proud to the national historical foundation and welcome you to this breakfast. we can't do ausa events without sponsors to include ones like this great museum and this morning's sponsor, general dynamics, represented this mr. chris marzelli. chris, for you and the general dynamics team who have been a great partner with the army for many, many years, thank you very much for this morning. [applause] 40i could spend the next minutes introducing the people, the luminaries who have gathered here this morning but chief has me not to do that so i'm not going to do that but with a couple of exceptions. i am going to single out a couple of very special guests,

joining usl guests, this morning. the 32nd chief of staff of the army, general -- rhymer.n 33rd chief of staff of the rickd states army, general shinsec. [applause] we're pleased this morning to have the civilian leadership of the united states army represented by dr. casey wadinski and dr. alex buehler, assistant secretaries of the army. two former sergeants major of ken preston and dan daley. [applause] aide to thelian secretary of the army from

mr. woody, d.c., goldberg. [applause] doesn't mean the rest of you aren't special. you're just not quite that special, right. but we're very, very thankful that all of you are here. havellies and partners who joined us this morning, some of the troops are here, the major, representative across the total united states army. we really are very, very pleased that you're all joining us this morning. members of the congressional here, as well, an important friend and partner to army on the straight and narrow so thanks very much for that. before i introduce the chief, a upcoming events to take note of. our february breakfast series the 18th of february with lieutenant general thomas worlander who will tell us about the budget rollout. president's budget will be

delivered on february 10 so the february, he'll tell us all that money's going to go. no pressure whatsoever. we hope that many of you will join us in huntsville. benow dr. wadinski will there, his home, the march for forest symposium in huntsville, alabama. if you need a break from the weather, plan on going out land packin may for and in june for the first time an event in partner with army futures command in texas, 23 through 25 june in austin and general counsel me ifuld i didn't remind everyone, 266 the annual meeting. we are honored this morning as januarys tost welcome our chief of staff, the

chief of staff of the united states army. had theyou have opportunity to meet and serve with general mcconville in his and varied assignments throughout his time in the army. see him more publicly last october at the annual where he rolled out his vision for the army, his views the army, his priorities and theuld tell you, chief, word that i heard more often than any other from people who you before, who had not heard you before, said, is genuine. i think one of the things we room recognize in this that soldiers have lots of attributes and characteristics. havef them is soldiers detectors.ned bull and i think when the chief spoke, everybody recognized that speaking from the heart. he is a soldier's soldier,

exactly the right leader that the army needs at this time. 40th chief of the staff of the united states army, general tim mcconville. [applause] >> good morning and thank you, the kindam, for introduction. it's great to have the 33rd of staff here, the 34th of staff. chiefs do that, we got these numbers. i'm the 40th, you kind of work that around. i checked. it was on the information highway so we're ok with the numbers. also, general allen, general campbell, general wagner, hartsingog, assistant secretaries, majors of the army, daley and preston.

a proud legacys that we strive to live up to every single day and it's always great day in the united states army because we serve with the world's greatest soldiers and if you saw their performance over weeks, it wase of absolutely amazing. so how about a hand for our soldiers. [applause] >> today's a great day because sneak preview of our new army national museum and as opening's in grand june and i've had a chance to walk around. this is going to be a world-class facility. fittingng to be a tribute to the heroism and our soldiers in our army so i really encourage everyone to come back. i'm certainly going to come back. winning matters.

it's more than just a slogan. is a philosophy. i believe that the united states army is the best army in the have the bestwe people in the world. our soldiers, our civilians, our families and our soldiers for volunteerstirees and , the greatest strength of our army and i believe if we take care of people, we get them at the right time,t the trite -- right right place, they will deliver on our army priorities of modernization and reform. an winning matters is attitude. say in attitude that we the united states army somewhere we're not going to participate, we're not going to try hard, we're going to win. and there's no second place or honorable mention in combat. that attitude was evident in when2nd airborne division we alerted them and they deployed on no notice -- and i

notice -- absolutely no on new year's eve day to inq and they did it incredible fashion. it's that attitude that's in all our troops serving in harm's way around the globe. have secretaryto mccarthy. he and i report trying to fight the the last fight better. winning thed on next fight. in order to do that, we recognize the need for transformational change and we can't do that without incremental improvements. i brought my lunch here. it's not my lunch. some of you may recognize this. who are over the age of 30, this is what a phone used like, ok. and when i was a kid, this phone on the wall, you know. many older people in the front

was on thephone wall, right. and if you made a phone call, wall, you dialed this little thing and that's what you did, ok. know,en people said, you we want to be able to walk around the house with the phone, right. put a cord on the back of it. it was a long cord and we were the houselk around with the cord. callhat was what i would incremental improvement. not transformational, informational. then people found that the cord furniture so the phone company said let's get rid of the cord, right? well, weeople said, can walk around the house with a cordless phone. this would be great if we could go outside and drive around and talk on our phone, right? and what happened was that ruined meals and dinners and anniversaries and birthdays forever because we'd all be on our phone while we were out

eating dinner. but anyway, what happened along said thats someone picturewe could take a with a phone. and i like to imagine this in an army context. i can see a lieutenant coming to a general like me and he or she saying sir, i got a great idea. we should be taking pictures with phones and i'm sitting there, guy like me saying, ok, a picture with this phone? really? selfie? wait a minute, i think we could to navigate.e how do you do that? things.hese great they're paper, they're called maps. that's how we navigate. watch tv on the phone and i can see us going, hey, lieutenant, that will be all.

and when he or she walks away, wise sitting there, these generals, we say something along the line, why that's why he or she is just a lieutenant. andthere were innovators there were some transformational this, agents to gave us the mobile device. they transformed our a phonending of what could be. it still makes phone calls, haveugh most people who kids, they won't call you. they'll text you. but it navigates. it takes photos. it does hundreds of other functions. we never would have imagined 40 years ago. and the point i'm making is that needsgo forward, the army help from our soldiers, our noncommissioned officers, our officers. from our civilians. we need help from industry partners, our allies and achievingn

transformational change. much of this, but more of this. and we need transformational incremental improvements. that's what an incremental like.ement looks because transformational change over-match and how we get dominance in the future. it's how we compete. how we deter great power competitors and if required, win on the future battlefield and as we pursue the transformational change i'm describing, it's important that we can't be constrained by experiences. experience is important. it's great. and differentnew perspectives are necessary for innovation. innovation may come from a colonel, may come from a general, it might also lieutenant, a sergeant, or someone from industry or academia or a

of many.on so we have to encourage inovation, look for it unexpected places and we must embrace it when we find it. we get to transformational change. the lastuggest that major transformational changes in our army took place as we came out of vietnam in the late 1970's and 1980's and many of of useat leaders in front led that change. we changed the way we fought development of doctrine, new doctrine called air-land battle. out of the ashes of a field rescue attempt. in iran, wethis, developed new organizations like ranger about battalions, special operations aviation regiment, special mission units. and look at the incredible work that they've done over the last couple of decades. built out combat training centers under national training

and joint training center where we hone the combat readiness of our forces. our war fighting systems with the development of the big five -- the abrams tank, vehicle,ey fighting the apache helicopter, the black patrioticopter and the and there were quite a few other ones. our peoplesformed processes -- we take this for granted now -- by instituting the all-volunteer force which gave birth to our incredible corpsmissioned officer which every other country wants to have. thentrategic leaders recognized that we were flection point, engaged in great power competition with the soviet union and witnessing technological advances which were reshaping the character of war. that day and some of them are here recognize that incremental change wouldn't we needed tormy compete with the soviet union.

resourced and built a new army, an army that deterred thatt aggression, an army won desert storm in 100 hours, an army that has fought so well for the lastrism two decades. transformational change of the post-vietnam era built the army today that has to,000 soldiers commissioned support 140 countries around the world and accounts for more than combatant commanders recirmts. building the army of 2020 more than 40 years ago. and since then, we're incremental improved our weapons theems that we failed in 1970's and 1980's and i would tell people we're starting to run out of letters. why we need new systems. when you get to the z model, you need something new. m2 bradley, one of our key fighting vehicles.

over the last 40 years we've upgraded the bradley to m2, a-1, versionoved it to one after another. we gen. mcconville: we made many other improvements. although the bradley is a formidable fighting vehicle, it will be the centerpiece of our mechanized infantry formations. we are reaching the limits of technology and designs in the 1970's. we can only add so much weight, can only make our helicopters fly so fast and so far. conditions have changed. berecognize we will contested in five domains, land, air, sea, space, and cyber in the future. we realize we will have to

anti-access ant aerial denial defensive networks. we know that we will face emerging technologies like ai, robotics, and the modern battlefield will look very different from 40 years ago. we submit we are at a similar inflection point to the one our leaders based out of vietnam, and like them, we have to ask ourselves, are we building the army that can compete and win in the next four years -- 40 years? i believe transformational change will build our army. that is what we are doing with the development of the multi-domain operations concept. we are changing the way we will fight in the future, where we will be contested in every domain.

that's why we are building organizations, like the security forces systems brigades, the multi-domain taskforces, and information warfare command, which will enable us to compete below the level of armed conflict. that's why we are developing cyber rangers, so we can train environment.milar that's why we are developing training environments, by we are laser focused on developing and fielding the six modernization per reduce with 31 signature systems. that is why we must implement a 21st century measurement system, and one initiative, the battalion assessment program, is going on as we speak, and a lot of our majors are excited about that. much of this is happening right now, not in 10 or 20 years.

an example of transformational change is the integrated augmentation system. you can see it there. that is not just an incremental improvement to night vision goggles. it is like putting on a slightly larger pair of sunglasses. it has not vision and thermal capability -- night vision and thermal capability in the heads up display, but much more than an improved night vision device. our soldiers can see a three map with friendly data, receive video from drones and other sources on the battlefield, can sights for weapons' faster aiming, shooting around corners or from cover. one of thed argue most transformational concepts about the system is you can use it to train. think about it.

you are on your way to a real-world mission. you can train with your team or simulatedhe actual train -- terrain in virtual reality, less time and fewer resources. why ily that, and this is want to encourage industry, the transformation is how we develop. we took an innovative idea from and went from initial development to a real-world system being used by our soldiers right now. soldiers are helping to develop this in less than two years. i have access the potential to fundamentally change the way we train and fight, all from the heads up display our soldiers will have. as this gets out, there will be a bunch of things we can do with this.

i can envision how we operate or, it rmour -- under will fundamentally change the way we do business. portfolio, wenge have early successes at the speed of relevance. we conducted successful tests on a precision strike missile last month. i am confident we will engage targets at ranges of more than 500 kilometers very soon. we project that had this big fielded in the next two to three years. we have the extended range canon , which has demonstrated the ability to engage targets , withely at 70 kilometers the potential for significant increases in the future. we project to start building the

systems in two to three years. i know there is a lot of interest in hypersonics, especially claims by our competitors. we are aggressively developing these capabilities, and expect to test and field hypersonic weapon systems over the next three years. we are developing mobile air defense systems, because we know we will be contested from the air. we begin fielding them next year. successful tests that are, whichated battle system, will be transformational and allow us to link multiple centers to multiple shooters on the battlefield and provide a holistic defense against enemy air, missiles, and unmanned aerial systems. we are developing next generation weapons of the rifle and the machine gun. they are said to be fielded next year, and they will

significantly increase the range of our soldiers. future vertical lift, flying before buying. we are pleased with the innovation we are seeing from industry in this area. we plan on developing and fielding a long-range assault aircraft, and a future attack and reconnaissance aircraft, in the next eight to 10 years. these are aircraft, not helicopters. the transformational passed from we have industry are not resident in traditional helicopters. i want to mention the next generation combat vehicle. we made the decision to cancel the solicitation we had for the vehicles. we are fully committed to replacing the bradley fighting vehicle in the future. however, like the future of vertical aircraft, we want to

drive them before we buy them. that is the strategy we will see, experiment, prototype, what we have before we invest a large amount of money in these programs. we found out early in the process, after minimal investments, that our aggressive timeline did not permit industry to meet the requirements. we have taken a pause for solicitation, reset the requirements, acquisition strategy and timeline, then come out and aggressively pursue this critical weapon system we need for the future. i know we have allies and partners represented here this morning. thank you for being here. being united with allies and partners allows us to deter our competitors and negotiate from a position of strength. our allies and partners are critical to what we do, and i don't see that changing.

75 of my counterparts from around the world in the last five to six months. this was very helpful when i talk to them during the last couple of weeks about some of the actions we were taking. all of them want to work closely with united states army. it is important we work closely with allies and partners to innovate and realize transformational change, but ensure that we have maintain stability, security, and interoperability around the world. we need to pursue the high payoff initiatives that build strong relationships with our allies and partners. these initiatives include the international military education and training program. ofan't count the number chiefs of army and senior have been exposed

to our military and country through this program. i have found the foreign military sales program was a great opportunity for partners to improve their own capacities and capabilities, while increasing interoperability with us. also a great opportunity to reduce costs and maintain our organic industrial base. of our, the implement security force assistance advise, along with combine exercises with allies and partners, it has increased capacities and capabilities, along with building interoperability. you can't show up and be expected to operate effectively if you've never worked together. europe this year, we have the largest exercise in 25 years, over 20,000 troops from the u.s.

pacific, an in the smaller number this year, but a bigger number next year as well. be a toolcises will we use to strengthen relationships and build ours,, our both allies, and partners. you are important to us. it includes close and productive ties with all of you, and we want to continue moving forward together. let me close by saying it is an exciting time to be in the army. we have a unique opportunity to set a course that will reserve overmatched in dominance for the next 40 years and ensure we can compete with and deter great power competitions, and if required, to fight and win. for phones oring faster horses for our calvary.

we are trying to fight the last fight better. we want to win the next fight. it will take transformational change, and it won't happen with incremental improvements. i'd look forward to your support in this endeavor and the people first, winning matters, we remain army strong. [applause] gen. mcconville: i think we would take a few questions. i guess we have a few questions out there. allies and partners, remain strong. >> i am from the australian defense force. you spoke about the technological advancements ensuring the army remains relevant. the initiative to select the right person for the right job through the time command assessment program is a vital step to achieve this. do you believe that the mid to senior rank levels that there is

a deficit in understanding advancements in ai, robotics, and how do we achieve better education for senior leadership? gen. mcconville: that is a great question. one of the points i was trying you don't know about artificial intelligence, robotics, get the right people surrounding you that do, and don't be held hostage by your experiences. as i have learned in this job come up one of the biggest things we can do that i want to learn about is data. think about it. i want to talk to you about data. if you look at what were trying system, shooter linkage, machine learning, artificial intelligence, it all comes down to data, the ability to standardize data, move data, secure data, and all the

transformational advantages we will get involved data, so if you don't understand that, you will not get there. ,hat we can't do is slow down it may be some of the younger people have experience in that, so i'm throwing things out there. help me figure out how to get data. and note intent constrain young, innovative people who want to get after this. that's what i'm saying to the general officers. i have to use analogies because i don't know what i don't know, but i don't want this. i don't want this. and, you know, we need to get the right people who know about that stuff, so that is what we are trying to do. thanks for the question. over there. >> defense news. you talked about the man fighting fickle. it has been -- fighting vehicle. it has been highlighted through

the acquisition community and modernization community, who have had friction when it comes to decision-making, so i'm wondering what the army is doing to smooth things over with the acquisition community and army features command modernization thatnd in the future so there aren't any butting heads and they are able to work together, especially since time is of the essence. gen. mcconville: once again, have to make sure, friction and heat makes you stronger, i will leave it at that. i think it is important that, one of the reasons we went to those teams, we want to bring operators, technologists, and acquisition professionals together. from theo move away linear, industrial-age process be used in the past that would take us three to five years to

get a requirement, acquisition years,, three to five proposals, then getting a program under contract, then five to seven years later they feel that program, and after billions of dollars of expenditure you have something that is no longer relevant. we are trying to bring people together early in the process. some people aren't as comfortable as they should be, but they are getting that way. we are trying to show the value of working together early in the process with everybody involved, and i think what you will see, even during this tactical pause, our bidding with acquisition professionals, and they understand the importance of working together. they are going back in the huddle, calling another play, coming out to the line of scrimmage, getting after it, and scoring a touchdown, so this will happen. thank you. >> thank you.

good to see you again. can you talk about the transformation you are trying to get underway at army cyber, transforming it from the traditional cyber warfare operation? weas we look to the future, are standing up different organizations. one of them is the multi-domain task force. a lot of people say what is a multi-domain task force? it has the ability to deliver both long-range precision affects and long-range precision fires. you look around the world, people talk about information, the truth matters, and what we see with our competitors is operating below the level of armed conflict, they want to put this information out there. -- dis-information out there.

it happens every day. we want to make sure we can get the truth out there. that is part of information operations, tied into cyber, electronic warfare, space, and all these elements come together. we want an organization that will synchronize those. >> we have one more question over here. >> jane's. the army follow up, had warning from industry after proms with the timetable and requirements -- problems with the timetable and requirements. what would they do different to address the shortcomings? gen. mcconville: what we learned from going through the process was what industry could produce. we knew it was an aggressive timeline going in, but the feedback we got from industry is they can do it. investmentimal

timeframe, we are going to say show us you can actually do this. as we come back around with say,try, we're going to how much time will it take to get to the requirements that we need? so there is some more negotiation that will go on. the way we are prototyping now, we don't necessarily have requirements out there like in space. we meet with industry and give them a problem set, and we say we won a vehicle that should have this many people in have these things, come back with a sketch what this looks like. we take a look at what they come back with, and if you can do this, how about a design, a more rigorous design that shows us what this will look like, then we can select from that. back with aming model that shows us, a prototype

that we can see and drive before we buy it. that is the process we will take. then we will make a decision on time versus requirements. if you give us six more months or one more year, we can have the cap ability in this vehicle. we want to transformational vehicle. we don't just want incrementally improve the bradley. we want a transformational vehicle that has open architecture that we can continue to improve over the next 40 years. i don't want a chief of staff trying to figure out the numbers. maybe chief of the staff army number 50 sitting here saying how come mcconville left me with all this old stuff. they are looking at equipment 40 years from now that is 40 years old, not 80 years old. i think we need to do it. >> a round of applause. gen. mcconville: thank you.

appreciate it. [applause] >> thanks very much, chief. thanks for getting us off to a great start on this cold january morning as we begin 20/20. 2020.my -- this army, this association will do all they can to support you as you move forward on behalf of the nation. thank you for sharing your time with us this morning. for all of you, one of the ways we are able to support the army is through your membership. if you are not a member, i would ask you to consider joining. you can do so this morning, or you can go online. we value your membership. we need your membership to continue to support the army and the way the army

deserves. to use and general dynamics, a hearty thanks for your sponsorship of this wonderful event this morning. thank you for doing that. team ator you and the the national museum of the united states army, thanks for hosting us at your home this morning. we look forward to continued progress, and i think each of us looks forward with great anticipation to june 4 and the official opening of this magnificent facility. if you want to learn more about the national museum of the united states army, see any of the folks at the army historical foundation, or go to their website or the website of the national museum or the united states army and see all the goodness and greatness being built and established here to thegnize what is in most powerful land force, the u.s. army. thank you for joining us. let's have an army strong day.

thank you. [applause] [indiscernible voices] announcer: the senate comm holda hearing to examine the skills needed to deploy 5g technology in the u.s., wednesday at 10:00 a.m. eastern on c-span. ♪ , watcher: campaign 2020 our continuing coverage of the presidential candidates on the campaign trail and make up your own mind. as voting begins next month, watch the iowa caucuses.

monday, for great third, c-span's campaign 2020, her unfiltered view of politics. for his second state , coloradote address governor jared polis outlined his legislative priorities, including additional spending for education -- and environmental protection. from denver, this is one hour. former australian prime minister -- [laughter] >> ladies and gentlemen, the covenant of the great state of colorado -- will the escort committee please escort the governor of the great state of colora,