Starting from the deputy company commander of the Soldier Assault Team

(III) The Phase of Full-Element Field Combat (May-September)

The entire process adopts an autonomous red-blue confrontation mode with no fixed script, no preset enemy situation, and no fixed advancement route, fully simulating complex battlefield emergencies.

The traditional training and assessment approach has been adjusted, no longer focusing solely on the speed of rapid advances and the extent of position capture as the core evaluation criteria.

The key performance indicators include communication stability, intelligence transmission accuracy, multi-service coordination response timeliness, and firepower coordination.

Simultaneously promote integrated combat and support training, deeply linking equipment repair, ammunition replenishment, casualty evacuation with assault tactical operations, and achieve simultaneous planning and implementation of combat and support.

(iv) Review and Iteration Consolidation Stage (October-December)

Establish a problem log for the pilot project and comprehensively review prominent issues such as communication gaps, coordination blind spots, and logistical delays in all aspects of training, grouping, communication, and support.

Based on the actual situation of the digitization and informatization of existing equipment, we systematically sorted out the digitization and adaptation requirements of various types of main battle equipment.

Based on the current equipment hardware conditions, and taking into account the existing constraints such as terminal configuration, wireless bandwidth, and data transmission methods, we will adhere to a pragmatic approach, leave no shortcomings, reserve room for future development, and formulate a complete upgrade and transformation plan.

Improve the terminal information warfare system, optimize the data exchange function of the battalion command cabin, and improve the data docking mechanism among various combat units.

The newly developed software has enabled limited communication of target coordinates and battlefield situation among reconnaissance vehicles, main battle tanks, and self-propelled artillery, thereby improving the accuracy of system coordination.

Standardize the dual intelligence transmission process of paper documents and vehicle-mounted terminals, break down the basic barriers to information exchange between military branches, and achieve basic situational awareness sharing, unified standards, and smooth communication.

The system summarizes mature practices such as mixed formation, intelligence flow, collaborative training, and operational support.

Standardized intelligence flow rules, multi-service joint operation manuals, and routine training specifications have been developed, resulting in replicable and scalable pilot construction achievements for heavy-armored combined arms battalions.

……

Looking at it, Chen Shi smacked his lips, put down the plan in his hand, and asked, "Do you guys smoke?"

Chen Shi wasn't just being polite; before the two could reply, he took out a cigarette, lit it, and tossed the whole pack to them.

"This," Zhang Anbang and Gao Cheng exchanged a glance, and without any hesitation, they pulled out their lamps and lit them.

Chen Shi continued to smoke and flip through the proposal, showing no intention of talking to the two men. The two men sat obediently across the desk, smoking, and for a moment, the only sound in the office was the rustling of pages turning.

……

Talent Development and Risk Prevention

In terms of talent, we need to focus on solving prominent problems such as the scarcity of cross-service professional backbones, insufficient information technology collaboration skills among officers and soldiers, and unfamiliarity with the application of new organizational tactics. We should take multiple measures to strengthen talent support and prevent construction risks.

First, we will improve the mechanism for cross-service rotation and practical training.

We regularly organize cross-training and job rotation for key personnel specializing in tanks, infantry, reconnaissance, firepower, and support. We promote a talent training model that integrates multiple specialties and skills, striving to forge a grassroots backbone team that is versatile and adaptable to all situations.

Regularly conduct specialized training sessions on staff duties, benchmarking against professional command course standards to enhance commanders' capabilities in intelligence planning, situation assessment, multi-service coordination plan formulation, and emergency response.

Second, establish pilot programs for specialized files on multi-talented individuals.

Accurately identify and dynamically reserve key personnel for new integrated operations, information-based collaboration, and multi-service command, and select the best to include them in the talent reserve pool.

To cultivate high-quality command and technical personnel for the pilot promotion of heavy-armored combined arms battalions and the transformation and construction of terminal tactical units throughout the army, forming a virtuous cycle of mutual empowerment between pilot construction and talent cultivation.

……

"Yes, they're all very good and well-written. I've read through them and there's nothing that needs to be changed."

As Chen Shi spoke, he placed the proposal on his desk. "Wow, you young people these days are really something. You're young and promising, and you've come prepared."

Gao Cheng stubbed out his cigarette and immediately replied with a smile, "Commander, you flatter me. I don't deserve such praise."

Zhang Anbang smiled and said, "Yes, yes, Commander, you've praised me a bit too much. I might fall flat on my face."

Compared to officers of the same age, his and Gao Cheng's achievements are far ahead, and it can even be said that they have caught up with and surpassed those who are a year older than them.

Normally, a major is around thirty years old, which is considered a very young and elite officer.

These two men, one twenty-five and the other twenty-eight, are both full-fledged majors holding the rank of battalion commander, and have served for several years. They have already been included in the list of candidates for deputy regimental commander.

All things considered, these two brothers are the most outstanding in the entire C Group Army, and even in the entire garrison region, they would rank among the top.

They were truly the twin stars of the T Division, or you could say the twin stars of the C Army Group.

However, people are always better when compared. The man in front of them, Chen Shi, the commander of T Division, was promoted to the position of senior colonel commander of T Division at the age of thirty-nine and is now forty-three years old.

The standard term of office for a division commander is generally four to six years. They must serve at least three years to be eligible for promotion to deputy army commander. Those who have served less than three years are generally not eligible for promotion.

This person has been serving for four years. According to the current 1994 military rank regulations, lieutenants and field officers are promoted every four years, while senior colonels are promoted through selection, without a fixed number of years. Promotion depends on the position, available positions, performance, and age.

The maximum age for officers at the division level in combat units is 50, and the maximum service period for a division commander is 10 years.

Once their term is up, they must be transferred from their positions as division commanders.

If someone is older and has served for 4-6 years without a vacancy for deputy army commander, they will be assigned to a position at the same level; they will not remain in the same position.

The vast majority of division commanders prefer to remain within the military and be transferred at the same level, retaining the rank of senior colonel and being transferred to other division-level positions, no longer leading field combat divisions.

There are only a few possible destinations. The most common is being transferred to the provincial military district as commander or political commissar, or to the garrison command. Many field division commanders, having no hope of promotion, will be transferred to the provincial military district system to transition until they retire at age 50.

Then there are the division-level department heads or directors of the group army headquarters, such as the directors of the group army's equipment department, logistics department, political department, and operations intelligence department, etc.

The transition from leading troops on the front lines to operational duties in the headquarters, no longer overseeing the training and management of the entire division, is considered a buffer period before retiring to the second line.

Another option is to transfer to logistics support positions such as commanding officers at military academies or training bases, or commanding officers in units directly under the military region or joint logistics divisions, away from high-intensity tasks such as exercises and combat readiness.

If someone reaches the maximum service age of 50 (equivalent to a division commander) and there are no vacancies for deputy corps commander positions, most people would choose to retire directly. After retirement, they would retain the benefits of a senior colonel and enjoy preferential treatment such as military medical care and housing security.