The U.S. Marine Corps has reached the midpoint of its Force Design 2030 initiative, a sweeping modernization effort launched in 2020 to reshape the service for future conflicts and align with the National Defense Strategy. Originally developed to transition the corps from counterinsurgency operations to a more agile, expeditionary force, Force Design focuses on preparing Marines to operate in contested environments — particularly in the Indo-Pacific region.
Adapting to modern warfare
Gen. Eric Smith, the 39th commandant of the Marine Corps, emphasized the need for affordable, lightweight and increasingly autonomous capabilities.
“What I need is lethal capability that is affordable, that is light, that is getting more autonomous, that matches the needs that I have with the Marine Corps,” Smith said during spring 2025’s Modern Day Marine event.
The initiative has restructured how the Corps is organized, what capabilities it prioritizes and how it plans to operate. This shift reflects the Department of Defense’s broader pivot from the global war on terrorism to great power competition, with China identified as a primary concern.
Training for tomorrow
Lt. Gen. Benjamin Watson, commanding general of the Training and Education Command, stressed the importance of evolving training models to keep pace with technological advancements.
“If we do not adapt to a crawl-walk-run training model, we risk being behind in terms of our readiness for conflict when it does arrive,” Watson said.
To meet these challenges, the corps launched several projects — Trident, Triumph and Tripoli — that integrate virtual and augmented reality into training environments. Maj. Gen. Anthony Henderson, commander of Marine Corps Training Command, said these tools allow Marines to train under pressure and learn from failure.
“It is the way in which you will be able to test yourself to failure, test yourself to disadvantage and then understand how to maneuver under that,” Henderson said.
Key focus areas
The Corps identified several areas of focus to guide its modernization efforts:
- Doctrine.
- Making Marines.
- Military occupational specialty training.
- Professional military education.
- Service-level training exercises.
- Shared data.
- Unit-level training.
Russia’s invasion of Ukraine also influenced the Corps’ approach. Leaders studied how Ukrainian forces used technology and agility to counter a larger, better-funded adversary. Maj. Gen. Jason Woodworth, commander of Marine Corps Installations Command, said the Corps increasingly looked to industry partners for innovative solutions.
“We can tell you what the problem is, but we need more from industry, to come up with solutions that are viable and adaptable in the future,” Woodworth said.
Recruitment and retention
Despite the challenges, Marine Corps leadership has reported progress in recruitment. Over the past five years, the Corps consistently met or exceeded its recruitment goals, outperforming other branches of the U.S. military.
However, Gen. Smith noted that retention remains the more critical issue.
“We have to do things that are smarter,” Smith said. “If a Marine is at Camp Lejeune and they want to stay at Camp Lejeune for nine years or 12 years, that is fine by me. Why do I have to move him to Camp Pendleton?”
Smith argued that the Corps cannot recruit its way out of a manpower crisis, but can retain its way out of one.
Looking ahead
As Force Design enters its next phase, Marine Corps leaders said innovation, adaptability and a willingness to embrace change will be essential to maintaining readiness and ensuring the Corps remains a vital component of America’s national defense.
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Author: Brett Baker
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