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Today's Army has gone through some incredible transformations since the end of the Cold War. Since then, the Army has struggled with Force XXI concepts, and more recently, the concept of the "Prototype Brigade." This monograph examines other periods of transformation to determine whether any of the lessons learned can be applied to current force structure changes. Specifically, the monograph conducts an in-depth study of the 11th Air Assault Division (Test) from 1963-1965, when the Army conducted extensive experimentation with airmobility and helicopter operations. The monograph begins its study with an examination of a framework for analysis. Using the US Army Training and Doctrine Command's "domains" of Doctrine, Training, Leadership, Organization, Material, and Soldier Systems (DTLOMS), the monograph first proves that this is a valid methodology for analyzing change. It does this by showing that all "revolutions in military affairs (RMA)" have occurred when the DTLOMS all converge to provide a synergy to each other. Once the framework of DTLOMS is shown to be valid, the monograph applies the framework to the transformation of the US Army to airmobility in the early 1960's. The conclusions that the author reaches is that for change to be lasting in the US Army, there must be the impetus for change provided by the Army leadership. The US Army Tactical Mobility Requirements Board, commonly referred to as the Howze Board provided this impetus in the early 1960's and produced a lasting change that is still manifested within the current US Army force structure. It takes this type of leadership in order to make changes to a historically conservative organization, such as the US Army.