Yesterday, under a beautiful sky and with the Navy Memorial in downtown Washington, D.C. as back drop, hundreds of uniformed officers, Navy civilians and members of the retired community gathered to say goodbye to an American icon–Mr. Trip Barber. Mr. Barber bid farewell to the Navy he loved with a simple ceremony–no pomp and circumstance–and one that was commensurate with the manner in which he conducted business in the halls of the Pentagon over the course of his 41 year career. They say that in any organization, no one person is indispensable, but Trip Barber will be hard to replace.
Trip has been the Navy’s shepherd for the last 26 Program Objective Memorandum (POM) cycles. In short, the POM is the final product of the budget process or programming cycle that dictates how we spend the Navy’s money. Executing 26 POMS is an absolutely amazing statistic and Trip Barber has done so with tenacity and steely-eyed determination over the years. As analysts go, he’s the best of the best. In his humble remarks, he thanked some of the great Senior Executive Service (SES) Civilians like Mr. Ken Miller or Mr. Irv Blickstein and one of the finest uniformed officers in the realm of programmatics–the late Admiral Don Pilling–for teaching him his tradecraft. In my opinion, Trip joined the ranks of these giants in the Planning, Programming and Budgeting and Evaluation (PPB&E) world long ago and we learned much from him
Before becoming a Senior Executive himself, Trip enjoyed a highly successful career in the Surface Navy, culminating in his stewardship and command of one of the largest Fleet Concentration areas in the world–Naval Base, Norfolk, Virginia. That is where I first met him, while I was in command of an SSN on the waterfront. Trip’s leadership and management skills were highly effective at sea or ashore, so it is no surprise that he rose to be one of the most respected and revered SES in the Department of the Navy.
In his farewell address, Trip made a statement that was an inspiration to all of us when he said, ” I did not come to N81 to be a faceless bureaucrat, I came to build a team that could analyze with technical rigor and operational skill how to make our Navy better, and I intended to be as relentlessly forceful as that team’s spokesman as it took to use their work to roll over any obstacles to making the Navy the most capable that it could be within the funds it had.” That statement is the very essence of what Trip Barber stands for and he leaves an important legacy in his wake for all of us to follow.
Trip trained and mentored 10 different Admirals in the last 12 years as the Deputy Director of the Assessments Branch, N81. I was one of the fortunate recipients of his training, mentorship, and friendship. There were many “Trip-isms” that will live in infamy after his departure. RADM Herm Shelanski relayed one today that we all subscribe to in the makings of a good briefer and the mark of a good brief. First, the Senior Leader (and recipient of the brief) should remain in the room for the duration of the brief. Second, under NO circumstances should there be any “back-up” slides included in the brief. Third and finally, if the brief is “stand-alone,” then there should be NO follow-on taskers associated with the brief. ‘Nuff said.
We ALL emulated this model, but few of us could ever get there on our own… Trip would often say in our morning meetings, “That’s OK, HARD is authorized!”
Trip didn’t train just the Admirals, he trained scores of the best Operations Analysts and Operations Researchers ever to wear a Navy uniform. He said, ” I see it as my duty as the senior continuity in N81 and as the Navy’s senior analyst to nurture a culture of intellectual excellence and energy in all who work in N81, to focus us on the right issues, and to provide a logical structure to our efforts.” When I served with Trip at N81, I used to joke with the young officers going into their first encounter with Trip to present a briefing that they believed was ready for scrutiny by our venerable Deputy. I would say, you are about to make your first trip to the “Barber” Shop, and you won’t go in just once. This was an iterative process and part of Trip’s training and mentoring of future analysts. Graduate school doesn’t teach you everything and being the best at what you do requires on-the-job training and experience under the watchful eye of a good mentor. If the briefing was really really good, you might just get a “trim.” If it needs rework, you might end up with a “high and tight.” If the brief just doesn’t pass muster, you could get “scalped,” but Trip always did so with a grandfatherly touch. His aim was to make us better. We all learned so much from him.
Trip opined that when he came to N81 over a decade ago, he found an organization that operated behind closed doors with a very high opinion of itself. He evoked the memory of Admiral Sam Locklear, one of his former bosses, who put N81 on a different path that he called “Excellence without arrogance.” Trip, Admiral Locklear and the N81 team embraced and inculcated this new approach. Trip eradicated the term “honest broker” from N81’s vernacular, because he thought it implied that others on the Navy staff were somehow dishonest or unwilling to face the truth–just simply not the case. Trip preferred the mantra that N81 was “dispassionate” because although N81 does not own programs, it has a duty to analyze programs with all due rigor, so that the Navy gets the best bang for the buck, and dollars are precious nowadays.
By his own choosing, Trip is departing the pattern here on a high note. He could have stayed and continued to be very effective, but he recalled the words of his MIT classmate and NASA astronaut, Jay Apt, who described the standards in his community as follows, “90 percent is just not good enough.”
If you run the risk of running out of new ideas and becoming just another part of the bureaucracy, it’s time to go.
So we say goodbye to a great American and a patriot. Once upon a time, CAPT Trip Barber worked alongside CAPT Jon Greenert in the “Bullpen” of OPNAV N80, and so it was fitting that Admiral Jon Greenert shared the dais with SES Trip Barber at the Navy Memorial today. Admiral Greenert’s remarks were moving and appropriate to honor a man who has given so much to the nation and our Navy.
Fair winds and following seas Trip. Enjoy your well-earned retirement! You’ve earned it!
Ladies and Gentlemen, the “Barber” Shop is now officially closed.
On Dec. 18, 2008, Jim Garamone of the American Forces Press Service wrote, “The bombs that severely damaged the Golden Mosque in this city on the Tigris River almost destroyed the foundations of the nation, but the Golden Mosque is rising again, just like Iraq.”
Jim Garamone and I were traveling with ADM Mike Mullen, Chairman of the Joint Chiefs of Staff, during one of his battlefield circulation tours, at the time. As the Chairman’s Executive Assistant, I had the distinct privilege of accompanying him all over the world. The places I went and the things I saw left an indelible mark in my memory. This place was no exception.
The Golden Mosque is a Holy Shi’a Shrine in the city of Samarra on the Tigris River in Salahuddin province.
In February 2006, the Golden Dome of the Mosque was destroyed in a bombing perpetrated by the affiliates of Abu Musab al-Zarqawi. Zarqawi’s brutal tactics were intended to drive a wedge between Sunni and Shi’a Muslims in Iraq and the attack on this holy site precipitated a near civil war leaving scores of dead behind and the city of Samarra in ruins.
General Stan McChrystal, Commander of Joint Special Operations Command, tells the story of the hunt for and eventual killing of Zarqawi in June 2006, by U.S. Special Forces in his book, My Share of the Task. Zarqawi was public enemy number one and for good reason. With his downfall and the simultaneous Sunni Awakening in neighboring Al-Anbar Province, the reconstruction of Samarra and the Golden Mosque was undertaken.
Realizing the importance of this place and the special role that U.S. Forces played in the restoration of the rule of law which enabled reconstruction, ADM Mullen decided to pay a visit to Samarra, this time with 60 Minutes and reporter David Martin and his cameraman in tow.
We arrived that morning in a Mine Resistant Ambush Penetrant (MRAP) vehicle on the outskirts of town and were escorted by Major General Bob Caslen, Commander of the 25th Infantry Division charged with the responsibility for security in the region. It was a long walk up a straight road to the Golden Mosque and ADM Mullen relished to opportunity to see the city and speak to some of the Iraqi inhabitants about their lives in this war ravaged region. As we walked up the street in full body armor and Kevlar helmets, ADM Mullen felt a little awkward when compared to the residents of Samarra staring at us from both sides of the street. It was an unfortunate necessity to ensure the safety of the senior U.S. military officer on active duty.
Our plan was to walk through the market in Samarra, in broad daylight, in order to take in the sense of the reconstruction. As I looked down the side streets at several intersections we passed, I could see the fields of fire and incredible damage that the war had inflicted on this little town. That said, the market section was teeming with merchants and locals alike. In a word, it was “vibrant.” Shops were full of merchandise–clothing, kids toys, spices, poultry, meat, eggs–and the smells of street vendors cooking foodstuffs of all variety filled the air. Despite the remnants of war, to me, it seemed that the city was very much alive and well.
With my friend John Tigmo, NCIS agent and senior member of ADM Mullen’s security detail at his side, the Chairman felt unconstrained and undeterred when he stopped to talk with normal Iraqis in the street. Surrounded by soldiers, he ordered them to stand aside as he went over to talk with some Iraqi children. A father with his son came over to thank Admiral Mullen. I don’t think he had any idea who the Chairman of the Joint Chiefs was, but it was clear he was someone important and ultimately a party to the restoration of order in this city. I remember one man, wearing a long black dishdasha who worked his way in to talk to AMD Mullen through his interpreter. This man was a merchant and he was not shy. He unloaded on the Chairman about the lack of reliable electricity, poor city services and unhealthy water and sewage systems near his shop. The Chairman listened carefully to the complaints and said, “Do you know this man? He is Major General Bob Caslen and he is in charge of this region.” He then asked MG Caslen to give the merchant his contact information. Then he asked the merchant for his name. The man wrote it down on a piece of paper and handed it to the Chairman. ADM Mullen said, “I will see Prime Minister Maliki tonight in Bagdad and I will tell him of our conversation and give him your name.” As always, the Chairman was true to his word.
As we continued our walk up the street, someone said, “The Mayor may come out to receive you as we get closer to the Golden Mosque.” We were told that the Mayor was a former Iraqi Air Force pilot, in the Sadaam Hussein-era, who left the service to run for mayor. He was forced to evacuate after the bombing and the ensuing civil unrest, but returned to regain the confidence of the people and be reelected as Mayor of Samarra. Sure enough, after a few more paces up the street, Mayor Mahmood Khalef Ahmed appeared, looking very dapper in a fitted blue suit, blue tie and characteristic aviator sun glasses. It had to be over a hundred degrees outside and we were drenched but the mayor wasn’t even breaking a sweat. He accompanied the Chairman the rest of the way up the street to the Mosque and regaled him with stories of the war and the reconstruction of Samarra. The mayor had high hopes for his city and it showed in his enthusiasm. He looked forward to the day when thousands of pilgrims would return to Samarra to appreciate the Golden Mosque as we had.
As we approached the Golden Mosque, I was stunned by its beauty. As non-Muslims, we were not allowed inside and instead, viewed the reconstruction from the roof of an abandoned apartment building next door. While on the roof, we heard the story of the Twelfth or “hidden” Imam. It was in this place where Imam al-Mahdi went into concealment, known as the Minor Occultation in Islam. Twelver Shi’a Muslims believe that one day, the Mahdi will re-emerge with Isa or Jesus Christ to complete their mission of bringing peace to the world. Wow, that was a powerful story… so powerful that while listening, the 60 Minutes cameraman focused only on Admiral Mullen, MG Caslen and David Martin and forgot to pan around to get the Golden Dome in the background. This created a little consternation with the producer reviewing the raw footage on the way home, but somehow 60 Minutes recovered the image as the camera’s digital field of view was much wider than that seen through the lens of the videographer.
That was six years ago and fortunately, the images in my mind and those that you see in this Blog were preserved by the venerable Combat Cameraman, Petty Officer First Class Chad McNeely, always with and out front of Chairman Mullen on his many trips overseas.
Now fast forward to the present day. As I watch the events unfold on the ground in Iraq I harken back to the many visits I made to this country and Jim Garamone’s opening sentence of his byline on 18 December 2006: “…the Golden Mosque is rising again, just like Iraq.”
The USS GEORGE H.W. BUSH Strike Group was positioned forward and ready at the time that this crisis unfolded. Her presence gives the President and our national leaders options, but as we have heard recounted time and again on the news, the best option is for a political solution by Shi’a, Sunni and Kurdish leaders on the ground in Iraq.
A SOLDIER’S STORY
On Friday, the 6th of June, we will observe the 70th Anniversary of one of the greatest endeavors ever undertaken—Operation Overlord—the Allied invasion of Normandy which was the beginning of the end of World War II. Many veterans are already flowing into Washington, D.C. for ceremonies at the WWII Memorial, and others, including the President of the United States, will pay homage to those who paid the ultimate sacrifice on the beaches of Normandy. As Tom Brokaw is famous for saying, the men and women that made this happen are part of The Greatest Generation in our history.
My father was a veteran of World War II. He originally joined the Winnipeg Grenadiers, in his hometown of Winnipeg, Manitoba at the outbreak of the war. This was his father’s regiment which won acclaim in WWI. My grandfather was a Captain of the Grenadiers and won the Military Cross at the Battle of Bourlon Wood. My dad’s picture, in uniform, shortly after he joined up is attached with the characteristic regimental emblem of a flaming grenade.
After my dad joined up, he was supposed to ship out for Hong Kong with the Regiment. He missed the boat. He never talked about it much… something about a train not getting to the port of Vancouver on time. As fate would have it, the entire regiment was wiped out in the defense of Hong Kong. Those not killed in action spent the rest of the war in Japanese POW camps. This had to be painful for him as, in the Regimental system, the ranks were composed of young men and officers who grew up together.
So my dad became part of a new unit, The Lake Superior [Scottish] Regiment of the 4th Canadian Infantry Division. As a kid, I was always interested in what happened during the war, but my Dad didn’t talk much about it. I suppose I was a bit of a pest and I always wanted to know what he kept in his soldier’s leather shaving kit in the top drawer of his dresser. I’d often see him looking at his keepsakes of the war but he chose to keep them private. Like most combat veterans, he abhorred war and used to tell me that it was something he hoped I would never have to experience. In the run up to Allied invasion, my dad found himself in England with his new regiment. While there, he attended an officer training course and was commissioned. He enjoyed the camaraderie of his army buddies in England and after he passed away I finally got the chance to take a peek inside that shaving kit. I found a signed, 10 Shilling note, labeled Short Snorter and dated March 1944, but I had no idea what it symbolized. Turns out, the Short Snorter was the “challenge coin” of its time. Your friends signed it and you kept it with you at all times. If asked for it in a bar, you had to produce it or buy everyone a drink.
Ultimately, my dad made the trip across the English Channel to Normandy, but not with the main thrust of the invading force. A humble man, he was quick to say that he arrived in Normandy on D + 44 (days)–the 19th of July 1944, well after the initial onslaught took place on the beaches. He also maintained that he was never a hero, just a soldier doing his job for his country and his band of brothers. I found something else in his shaving kit after he passed away. It was a printed clipping with a small cellophane bag stapled to the back which contained sand. A photo is attached. He never mentioned it, but I presume this was from Resistance Forces in France and distributed amongst the troops as a souvenir or good luck charm before they departed England. My dad kept the sand until he passed away. When I found it, I was reminded of Tom Sizemore’s character in Saving Private Ryan. You’ll recall that he collected dirt in small canisters from all the battlefields he fought on.
My dad may have arrived on D +44, but when I stare at his personal copy of the 4th Canadian Infantry Division War Map, which hangs in my study, it is clear that the Division quickly entered the fray with the German Army (Wehrmacht) shortly after their arrival. As he worked his way through France, it was a slog. The dots on the map were spaced very closely together–a clustering early on around the places that he and his fellow Canadians fought and stopped to resupply, regroup and move on–Crepon, Caen, Vauchelles, Chateau de Mondeville, Verrieres, Cintheaux, Garcelles de Sequeville, Saint Sylvan, Falaise (where fierce fighting took place). Casualties were heavy on both sides.
My Dad often commented that the Germans fought hard against the Allies and in the beginning, they were not prone to giving up easily. Many of the units that he engaged were SS Panzergrenadiers–very capable troops. Trained as a “gunner” in the Winnipeg Grenadiers, I presume this skill set carried over in the Lake Superior Regiment. During combat, one of the things my dad told me he did as a young Sub-Leftenant was to order up lorries with .50 caliber machine gun mounts to bring to bear on Wehrmacht forces ensconced in the infamous “hedgerows” of Northern France. These weapons were effective and as enemy fires were suppressed, the unit moved on, not stopping to count the dead.
As logistics became a more and more difficult problem for the enemy, the German Army began to retreat towards the homeland or just give up when cut off or met with overwhelming firepower. Instead of hunkering down for the protracted fight, my dad told me that often in the middle of a firefight, some German units would raise a white flag or if they didn’t have one, just stand up in the hedgerows with their hands in the air, signaling the end of their resistance.
Situations like this sometimes presented problems for him. In a lucid moment, he told me the story of the young Sub-Leftenant, faced with a large number of surrendering German soldiers and officers. My dad said, frankly, he and his men lined them up on the road and told them to keep their hands up and start marching to the Allied rear area. He said, we only had a few Canadians on this one particular day, and frankly we were too scared to try to disarm each German soldier and officer. It wasn’t worth the risk of one of them going rogue on the Canadians. Many of the Germans officers still had their side arms but it was clear that the majority of them were finished, or fed-up, and ready to end the fighting in return for a hot meal and some rest. They chose life over death…
I remember mulling that story over and over again in my head as a kid… Wow, the Canadians didn’t confiscate all their weapons? And my Dad scared? My Dad wasn’t scared of anything. How could that be? What happened to them I asked quizzically?
I don’t really know son, we just told them to march along this road with their hands up until they ran in to the major concentration of our forces behind us.
After Falaise and other battles, the Regiment moved quickly through France and into Belgium. My dad was part of the force that liberated Bruges, Belgium. The Allies arrived on the outskirts of Bruges with overwhelming force. The Germans put their artillery in defensive positions around the town and orders came from higher command to flatten Bruges in order to keep it out of Allied hands. The German Commander refused… He did not surrender but he chose not to destroy one of the most beautiful cities in Europe. This story is repeated in the new book and movie, The Monuments Men.
While I was in command and on deployment in 1999, I asked for and received a port visit in Zeebrugge, Belgium. Bruges was just down the road and I told the crew to forego the Irish Pub and learn to appreciate the culture of Europe. To the man, they all loved Bruges. I sent my dad a post card from the town square of Bruges and he later told me that he recalled spending his most memorable night of the war in Bruges just after the Allies liberated the town. It was an all-nighter in the restaurants and bars and the Belgians showed their deep gratitude and generosity for their freedom.
The fighting continued into Holland and ultimately into the heartland of Germany. My dad had a local artist in Holland do a charcoal of him in January 1945 to send home to his mother. He was proud of that picture as the artist did the drawing in return for a carton of cigarettes. What a contrast between the young Winnipeg Grenadier recruit and the combat seasoned soldier six months after landing in Normandy. Although gaunt, mustachioed, and with thinning hair, his face reflects a steely-eyed determination to get this thing over with.
Although my dad didn’t wasn’t big on telling stories, he loved watching movies about the Second World War. It was like he was reliving some of his experiences vicariously through the big screen. So I grew up on a diet of the classics–The Longest Day (one of my favorites); The Great Escape; A Bridge Too Far; The Bridge at Remagen; Patton; The Dirty Dozen; The Guns of Navarone. Richard Burton was one of my dad’s favorite actors. He had gravitas and he brought reality to the big screen. As a kid, I was never as happy as I was when I got to go to a war movie with my Dad. That’s when admission was about a buck fifty and popcorn and a coke only cost less than a dollar at the most. Sometimes, afterward, he’d open up and out would come another great story.
One of my favorites was the story of a German Panzergrenadier Unit that found themselves surrounded and retreated into a church in the middle of a small town. My dad couldn’t remember the town… they all just blended together. The locals were quick to pinpoint the German location and there was no way out. Their choice–fight or give up. My dad found himself in the unenviable position of being the senior officer present so he had the responsibility to offer the Germans “terms.” This time, he said, he was never so scared in his life—he thought he would surely be shot. He marched up to the church under a white flag and knocked on the door. The door opened and he was greeted by a German officer, a Major. There was a short discussion and the Major wanted to know what the terms of surrender would be. My dad told the Germans they were completely surrounded. Leave your weapons behind and come outside. You’ll be escorted to the rear where you will be processed and held as POWs. The Major agreed. On the way out, the Major turned to my father and gave him his ring—a small gold ring with a flat brown stone. He said, this won’t last in a POW camp, you take it. It was, I suppose, a symbol of respect—chivalry between combatants. My dad never attended college, so this ring became his class ring—he was a member of the class of ’45—consisting of all those lucky enough to survive the war. He never took that ring off. He would have his official picture taken with that ring—it meant a lot to him. After the war, he left the Lake Superior Regiment and joined the Lord Strathcona’s Horse Cavalry Regiment. He became Commandant of the Canadian Forces N-B-C Warfare School in Base Borden, Ontario. His picture is attached with swagger stick in one hand and the ring on the other.
Living on Walcheren Loop on Base Borden was pretty cool as a kid. Many of my friends’ fathers had also fought in the war. Behind our house, there was an armored proving ground where Centurion Tanks maneuvered. The interior of the loop was a playground and ball field. Saturdays were the best day of the week. The baseball diamond was transformed into the scene of the movie The Sandlot. Kids of all ages and all skills would just show up and self-organize. There was no adult supervision… none was needed. You played all day until you were covered with red dirt, sweaty and exhausted. Sometimes when we tired of baseball, the field would turn into a war zone. Kids brought out every G.I. Joe they owned, all their accessories, all of our plastic helmets and Mattel rifles and set up the lines of battle. Trenches were dug on the perimeter of the field and the pitcher’s mound became a machine gun nest. Close to Dominion Day (Canada’s 4th of July celebration), every kid would come to this mock-war with his private stash of “ordnance.” During the skirmishes, sparklers, firecrackers, cherry bombs and the occasional M-80 were tossed like grenades across no man’s land. Windows would rattle in the Quarters on Walcheren Loop when the M-80s went off. It’s a miracle someone didn’t lose an eye or a finger, but they didn’t. OSHA standards didn’t apply back then. At the end of the day, the Canadians always won… so it is written.
Before the advent of iPads, iPhones, Laptops and Tablets, kids found traditional ways of entertaining themselves. I spent all of my allowance building models of the war machines that fought the campaigns of WWII. I liked airplanes the best. When I visited the Udvar-Hazy museum near Dulles Airport for the first time last year, I spouted off the designations and noun names of nearly all of the aircraft on exhibit: Messerschmitt ME-109; ME-262; ME-163 Komet; Supermarine Spitfire; Hawker Hurricane; P51 Mustang; P-40 Warhawk; F4U Corsair; F6F Hellcat and the Focke-Wulf 190 to name a few. Someone said, How do you know all this stuff?
Because I built them all, I said.
One day when I was putting the finishing touches on Revell’s best scale model of the Focke-Wulf 190, my dad walked in. He did not like the fact that I sometimes dripped Testor’s glue on the blotter of his desk. What are you up to, he asked?
I’m finishing up the Focke-Wulf 190 I said.
He stared at the aircraft and said, Oh, I remember that one… I sensed another great story coming and I was right.
I was walking back from the latrine [stuff always happened on the way back from the latrine] along a road to our camp during the war, he said. Out of nowhere, this single aircraft comes in fast and low and just as I turn around, he goes right over my head. So low, if I hadn’t hit the dirt, he might have hit me!
WOW!!! That’s incredible! What did you do dad? Did you shoot back? What happened?
No, I just lay there trying to regain my composure and I watched as he went over the hill. That guy scared the hell out of me and I have no idea why he didn’t pull the trigger. He could have easily killed me… Then he just turned and walked out of the room.
My dad was a great father to me, but oftentimes, I felt like a soldier in the barracks at home. He reminded me of Darrin McGavin, who played the dad in the movie “A Christmas Story” and I think that’s why the movie was so successful for the contemporaries of my generation. Life imitating art or vice versa. Mom was the one who always bailed me out when I was in trouble.
My dad believed in a balanced diet. He loved Brussels sprouts… I hated them. To me, Brussels sprouts were what broccoli was to President George H.W. Bush when he was growing up. With everything else on my plate gone, the Brussels sprouts always remained. My dad would say, you’re not leaving this table until you eat your Brussels sprouts. I would protest and he would say, sometimes, during the war, that’s all I got son–a plate of Brussels sprouts–now eat every last one of them! I could only manage about three in any one sitting and then my Mom would bail me out. Brussels sprouts are an acquired taste and in my adult years, I’ve learned that Brussels sprouts served with an aged balsamic vinegar sauce and grated parmesan isn’t all that bad. My dad would be happy to know that.
He would also marvel over a simple can of peaches from the commissary. What’s so great about canned peaches I would ask? He would say that these were a real treat during the war. On occasion, when closer to the rear area, the cooks would produce a few cans of peaches for the men. He would crack open that can and skewer one with a knife and slowly chew on that piece of fruit enjoying every savory bit as it slid down the back of his throat. As a kid, I could never comprehend why this was so great…
Then there was his favorite story about Calvados–the apple brandy indigenous to the region of Normandy, France. One day, after a trip back from the latrine, my Dad tripped on something he thought was a tree root in a field on his way back to the company area. When he looked back, he saw the neck of a bottle. He unearthed it and it happened to be the first of many bottles of Calvados buried out there, presumably to keep it out of German hands. My dad was a hero that day to the rest of the men in the company. Calvados remained his favorite liqueur until the day he died. Another acquired taste that I grew to appreciate as an adult myself.
My dad’s last assignment in the army was the one he enjoyed most—Canadian Defence Liaison Officer to Combat Development Command at Fort Belvoir, Virgina. He relieved a contemporary named Lieutenant Colonel Ian MacDougal Grant. Colonel Grant was a great guy. He had the swashbuckling good looks of Errol Flynn and he used to give me a lift around Fort Belvoir in his convertible VW Karmann Ghia. He and my dad were great friends and it wasn’t until my dad died that I noticed the name “I. M. Grant” on his Short Snorter… they had obviously been comrades-in-arms for a very long time.
My dad retired from the Canadian Forces in 1972, after the decision was made to integrate all combined arms into one force and go to one green uniform. My dad had to give up his Crimson Red Mess Dress jacket and his Full Dress Blue Tunic replete with chain mail on the shoulders. All symbols of the Lord Strathcona’s Horse Regiment. Some traditions die hard. He’d done 32 years in the Forces. It was time to go.
He was never so happy when I became an American citizen because he loved America and Americans. He was unhappy when Canada chose not to fight in the Vietnam War because partnerships, alliances and coalitions were very important to him. They are to me too…
When he died in 2000, I was in command and at sea. When I returned to Charleston, SC, to take care of his affairs, I inquired as to the possibility of arranging military honors from the Government of Canada at his funeral. Nothing could be done in the United States. He would have to be returned to Canada and that was not possible. My mom and I were insistent that he receive military honors, so I arranged a memorial service before my next underway on USS OKLAHOMA CITY from Norfolk, VA and I planned a formal burial at sea for his cremains. My dad was a proud Scotsman so I hired the best bagpiper I could find and a Canadian in a tartan kilt to boot! As the ship cast off all lines and pulled off the pier, the piper started to play Amazing Grace, one of my dad’s favorite hymns. The piper’s gait perfectly matched the speed of the ship as he marched in perfect unison alongside USS OKLAHOMA CITY while we backed into the harbor. On the pigstick [submarine flagstaff] of the bridge, my national ensign was accompanied that day by the Canadian Maple Leaf flag of my father. The piper finished his tribute and I ordered All Ahead Standard. It would be our last trip together as we sailed to the dive point.
I ordered the Quartermaster to plot a course to intercept the Gulf Stream, which passed through our assigned waterspace. The Gulf Stream flows out of the warm waters of the Gulf of Mexico, around Florida and up the east coast towards Canada. The natural power of the sea would take my father home. His service was short and dignified and I laid a wreath in his honor to accompany his ashes on their journey north.
This Friday, I will remember and give thanks for all the members of the Greatest Generation. Many of my friends like RADM Barry Bruner, whose dad was a member of the original Band of Brothers, or RADM Mike Franken, whose dad survived a torpedo attack and the sinking of his ship at the Battle of Savo Island, have similar stories to tell. If you see a WWII Vet around town, please stop and say hello and thank them for their sacrifice.
On this D-Day, the 6th of June, I’m going to go home, put on my DVD of Saving Private Ryan and sit down for a meal of Brussels sprouts, canned peaches and a shot of Calvados. Je me souviens…
Colonel Robert Boyles’ article, “Air-Sea Battle Disclaimers And ‘Kill Chains,’” is thoughtfully crafted and facilitates exactly the type of Air-Sea Battle Concept discussion that should be occurring in PROCEEDINGS. The Air-Sea Battle Office welcomes this kind of assessment as it improves our end product.
Colonel Boyles’ article was good food for thought in the Air-Sea Battle forum, and as Director of the Air-Sea Battle Senior Steering Group, I directed our team to take aboard his comments, concerns and recommendations (The chair of the Senior Steering Group rotates among the Services. The next chair is BGen George W. Smith, Jr., USMC starting 1 February 2014). We evaluated Colonel Boyles’ recommendations, and I might add that his article was extremely timely as this week the Air-Sea Battle Office is hosting a working group in Washington of subject matter experts from all Service Echelon II commands to develop our Implementation Master Plan for Fiscal Years 2015-2017.
In our analysis of Colonel Boyles’ commentary, we find several points worthy of deeper analysis. He is absolutely correct that Air-Sea Battle uses the analysis of effects chains to determine the needed characteristics of the desired future joint force. He opines that kill chains are ASB’s “approach to war” and an attempt to “create strategic context” by defining “war on its own technical or tactical-level terms.” We agree to disagree on this. The truth is that most military weapons systems are developed to contribute to or accomplish an effects chain or break a known adversary’s effects chain. Understanding how a potential adversary will use his weapons systems and developing capabilities that can defeat or negate these weapons is a worthy pursuit and capability development often uses effects chain analysis to establish requirements and acquisition needs. It would be incorrect to conclude that because ASB uses effects chain analysis, that ASB is only about effects chains and ignores other aspects of warfighting, force development, and operational art. Effects chains are the “coin of the realm” in building the right force design and buying the right fleet architecture (platforms and payloads) for the future joint force. Effects chains tie programs to operational effects and are understood by senior leaders, acquisition professionals, budgeteers, and appropriators in Congress.
The author goes on to list historical strategic failures which he believes were caused by flawed operational concepts – concepts which failed (in his analysis) because they did not consider all operational variables (emphasis added). He provides many historical examples for examination. Let’s begin with Afghanistan, Iraq, and Lebanon. In each of these cases, freedom of action was not the problem – the U.S. or Israel already had access, or the fight to gain access was over quickly. ASB’s conceptual design would not apply to a great degree in these cases. With air and maritime superiority in hand, the flaws in these operations came in the application and expectations of the power projection or follow-on operations – not in the operations required to gain and maintain freedom of action. This is why the concept is not just “about China.” As weapons systems proliferate it is important to keep the concept in context. ASB is not about any one particular challenger; rather, it addresses any adversary bold enough to field an anti-access/area denial strategy that might restrict our Joint Force access in the Global Commons. ASB is not limited to a particular anti-access/area denial challenge nor does it attempt to describe or conceptualize what follow-on operations will be. As a limited concept, ASB tries to set the conditions for follow-on operations – whatever is needed and appropriate. It should be noted that the problem ASB is trying to resolve is not a small one. The assertion that the “little c” concept of ASB is overshadowing more important ideas simply ignores the problem of access and freedom of action, now and in the future, and assumes the joint force will always be able to achieve freedom of action without purposeful force development activities and the development of specific capabilities. Operational access and freedom of maneuver under an adversary’s A2/AD umbrella is not a trivial problem.
Later in the piece, the author discusses Syria. All the missions laid out as important for an operation in Syria (which looks a lot like the missions required if the U.S. were to invade and occupy) require access and freedom of action. Syria may not be able to sustain a prolonged and robust “A2/AD” resistance to U.S. forces, but that does not mean Syria in 2013 is representative of the security environment in 2025 and beyond. Building a force to fight today’s war amidst a rapidly changing security environment is the quickest path to an obsolete force, optimized for missions no longer the most strategically relevant.
Next, the author critiques the Air-Sea Battle (ASB) Concept in terms of what he calls “unbounded language,” which seems to contradict his assertion that strategic failures occur when concepts do not consider all operations variables. Regardless, his extensive list of references does not include the unclassified version of the Concept published in May 2013. The following quote from the unclassified Concept describes its “bounds” and the work of the ASB Office:
“ASB is a limited objective concept that describes what is necessary for the joint force to sufficiently shape A2/AD environments to enable concurrent or follow-on power projection operations. The ASB Concept seeks to ensure freedom of action in the global commons and is intended to assure allies and deter potential adversaries. ASB is a supporting concept to the Joint Operational Access Concept (JOAC), and provides a detailed view of specific technological and operational aspects of the overall A2/AD challenge in the global commons.”
This language establishes the bounds of ASB in order to establish freedom of action in the global commons that enables follow-on operations. Freedom of action in the global commons is needed for a whole host of possible military operations. In many cases, U.S. forces already have it and it is not likely to be challenged. ASB is focused on those cases where freedom of action is or can be challenged by adversaries with particular capabilities. So, even in this context, ASB is quite bounded by the problem it is trying to address.
Finally, we would also challenge the author’s assertions regarding Title 10 and the Joint Staff. After the closure of Joint Forces Command, DoD defined the Title 10 role of force development as almost exclusively belonging to the Services. DoD invests the Services with the responsibilities to “develop concepts, doctrine, tactics, techniques, and procedures, and organize, train, equip, and provide…forces.” It also directs the Joint Staff to “provide guidance on joint concept development and experimentation to the Combatant Commands and Services.” In other words, the Joint Staff oversees the Services for force development. The reality is the Joint Staff J7 is an ex-officio member of the Air-Sea Battle Office governing boards and the Air-Sea Battle Implementation Master Plan feeds directly into the Joint Staff’s implementation efforts for Joint Operational Access. In fact, the close alignment between the two concepts on anti-access/area denial and Joint Operational Access Concept (JOAC) position on the so-called controversial idea of “deep” strike will undoubtedly surprise many readers.
I return to where I started. This week, we assemble the Air-Sea Battle Working Groups at the Washington Navy Yard to work on developing the Implementation Master Plan for Fiscal Years 2015-2017. We laud Colonel Robert Boyles for his analysis and I personally invited him to join us in this important Working Group discussion. Colonel Boyles showed up for the event today and I commended his research, his perspective and his article to everyone in the room. As he did for us, I encouraged all participants in the Working Group to challenge the assumptions. Colonel Boyles concluded the meeting with the quote, “I may be critical of the Concept, but I am a believer in Air Sea Battle!”
That is exactly the kind of approach to doing business that we need. I hope others out there will take advantage of the forum of PROCEEDINGS and the U. S. Naval Institute to influence critical thinking of our warfighters of the future.
[republished from 11/11/12]
When I see someone walking around with a poppy on their lapel at this time of year, I always feel very nostalgic and pleased that someone has donned a symbol synonymous with service and sacrifice. It may be worthwhile to remind ourselves of the precise connection between the poppy and the day in which we take time to recognize and thank all of the Veterans who have sacrificed for our freedom.
Growing up the son of a Canadian Armed Forces officer, I was always pleased when my Dad would break out his collection of poppies every year and pin one on the lapel of my blue blazer in the days prior to November 11th. Both his father and my mother’s father fought in the First World War. Both saw horrific combat and both were highly decorated for their service.
My Dad and his brother fought in the Second World War. My Dad arrived in Normandy after the invasion in July 1944 and in his words, crawled across Northern Europe through France, Belgium, the Netherlands and into Germany before the end of the war in 1945. He did not talk much of the war, but when he did, he always told me how violent and horrible an experience it was. Fiercely proud of his unit, The Lord Stratcona’s Horse Regiment, he donned the poppy every year on the anniversary of “Rememberance Day.” He captivated my attention with the story, as told by his father, of the end of World War One on the 11th hour of the 11th day of the 11th month of November 1918. Both belligerents fired every artillery shell possible across the lines to kill as many men as possible before the clock struck 1100. Many men died in those last minutes of the war. How senseless… how tragic… and how prophetic of a peace that would not last, requiring my dad to don the uniform and go overseas to finish the job that his father could not.
Every year at this time, my dad also loved to recite the poem, “In Flanders Fields” by the Canadian surgeon, LCOL John McRae from Guelph, Ontario. He was very proud of the fact that a Canadian had written this timeless testament to the brave young soldiers who lost their lives in the Second Battle of Ypres, near Flanders, in Belgium. McRae was a Major when he wrote the poem after an unsuccessful attempt to save the life of a young Canadian wounded in battle. He jotted down his emotions while looking across a brilliant field of poppies that peacefully swayed back and forth in the breeze and in stark contrast to the carnage that existed nearby in the trenches. The poem was published in London in 1915 and became world renowned almost overnight.
My dad had it memorized and I always listened intently when he repeated it to me.
In Flanders Fields the poppies blow
Between the crosses row on row,
That mark our place; and in the sky
The larks, still bravely singing, fly
Scarce heard amid the guns below.
We are the Dead. Short days ago
We lived, felt dawn, saw sunset glow,
Loved and were loved, and now we lie
In Flanders fields.
Take up our quarrel with the foe:
To you from failing hands we throw
The torch; be yours to hold it high.
If ye break fait
h with us who die
We shall not sleep, though poppies grow
In Flanders fields
Sadly, McRae never made it back home as he died in the field of pneumonia and other complications while taking care of the troops.
Almost one hundred years have passed since Major McRae wrote the poem. He is but one of millions of selfless men and women under arms who have served and sacrificed for their country.
As we spend time with family and loved ones on 11 November, we remember the sacrifice of the countless young men and women who have served or are now standing the watch. Many have paid dearly for their service in Iraq and Afghanistan with life altering injuries. Others, sadly, have paid the ultimate sacrifice. It is essential that we take time out to remember them and thank them.
If you are so inclined, don a poppy… I will.
Completely unrelated to the world of the Navy Budget in the Pentagon, where I have been working for the last year, I was asked by the Director, Navy Staff to be the Flag Officer Escort for a memorial ceremony and interment at the United States Naval Academy on Friday, May 10th. The deceased was LT Richard Lee Laws, a naval aviator, shot down in Vietnam in 1966. I heartily accepted this mission as I know of no greater honor…
LT Laws’ journey from the corridors of Bancroft Hall, as a proud member of the USNA Class of 1962, to the aircraft carrier USS HANCOCK (CVA-19), operating in the Gulf of Tonkin during the war—to the jungles of Vietnam where his remains lay virtually undisturbed for 45 years—to his repatriation and interment at the U.S. Naval Academy columbarium is a story that deserves to be told.
After graduation and flight training, Richard Laws became an F-8 Crusader pilot and he joined VF-24, the “Fighting Red Checkertails” onboard USS HANCOCK. He deployed twice with HANCOCK and was a “double Centurion” with more than 200 combat missions over Vietnam. During that second deployment, while on a strafing mission, his aircraft was struck by ground fire. He radioed that he had been hit and twenty seconds later his flight leader observed his aircraft strike a mountainside and explode. There was apparently no time to eject. He was presumed to have died on impact…
In recent speeches to the Atlantic Council, the United States Coast Guard Academy, and the AFCEA and USNI WEST Conference, both the Chairman and Vice-Chairman of the Joint Chiefs of Staff have emphasized a new paradigm to determine how best to employ Department of Defense resources. It relies heavily on assessing risks to vital national security interests, and then applying adequate resources to protect them. Those interests (derived from the National Security Strategy) are: the survival of the nation; the security of the global economic system; prevention of catastrophic attacks on our nation; secure, confident, and reliable allies and partners; protection of American citizens abroad; and protection and, where possible extension of universal values. When considering this new paradigm in the light of the current budget uncertainties, it is helpful to remember that even before the United States was a nation, the Navy proved its worth to such a degree that it was consistently spared the proverbial budget axe: “If congressmen needed a better argument, they only had to look to the prosperous Mediterranean trade made possible by the U.S. Navy…” noted Jefferson’s War author Joseph Wheelan. Thus, I would like to quickly outline what the modern United States Navy does every day – what it is capable of doing every day – to defend these vital national security interests.
No non-state actors currently possess the capability to threaten the survival of our Nation, and it seems that the nations that do possess the capability have today neither the desire nor incentive to do so. Nevertheless, the Navy provides a ready force, both forward stationed and rotationally deployed, to promote stability, prevent crises, and combat terrorism. As Chief of Naval Operations Adm. Jonathan Greenert has made abundantly clear, we must be where it matters and ready when it matters.
Last Friday night I was walking down the 4th corridor to my office in N81. It had been a long week. I was a little tired and looking forward to a cold beer when I got home… Then I heard a booming voice call out: “SHIPMATE… ARE YOU COMING TO MY CEREMONY NEXT FRIDAY???”
I turned around to see who it was and recognized a very familiar figure. I immediately regained the spring in my step as I returned to the end of the passageway to greet him. Kind of reminded me of a scene right out of Cold Case as LT j.g. Foggo pumped the hand of Quartermaster Second Class Ricky West and responded: “YOU BET I AM SHIPMATE!”
For a moment, I was back onboard my first boat, USS SEA DEVIL (SSN-664), standing watch as Officer of the Deck with my favorite Quartermaster, Rick West. We sailed that boat all over the Mediterranean and under the Polar Ice Cap on her subsequent Northern Run, climaxing in a dramatic surfacing evolution at the geographic North Pole! Now how cool is that? QM2 Rick West lived on the Conn of that ship. He was the best forceful backup in the Fleet to young LT j.g.s like me. West and the Navigator, LCDR John M. Bird were a great team and there was no obstacle they couldn’t overcome!
Our Commanding Officer, CDR Rich Mies, liked to go fast… after all, we used to call them “fast” attacks for a reason. He constantly challenged the Navigation Team on the Maneuvering Watch to keep them on their toes. Driving in and out of the Cooper River in Charleston, South Carolina, was a challenging Maneuvering Watch with a series of unforgiving hairpin turns—right full rudder… left full rudder—but the saving grace was lots of visual ranges ahead or astern. CDR Mies taught his Junior Officers to Conn the ship independently from the bridge. He wanted us to be more capable mariners so oftentimes, in good weather (no fog or reduced visibility) he would lower both periscopes and we would drive by the range. Just another exciting day on the Captain’s Bridge and my favorite place to be as Surfaced OOD.
Below decks, it was a different story for the Navigation Team. Without visual bearings, the team had to rely on dead reckoning off of the Ships Inertial Navigation System and electronic fixes from Omega and Loran-Charlie (neither very accurate in restricted waters). We had no Global Positioning System, electronic charts or non-penetrating periscopes (cameras) to assist the Navigation Party. This put considerable stress on the Navigator and his team. LCDR John Bird and QM2 Rick West were unflappable. On the bridge, we knew they had to be pulling their hair out in the control room but you would never know it from their voices. West on the 27MC: “Bridge, Quartermaster of the Watch, I have a good electronic fix, hold you on track, 200 yards to the turn, recommend SLOWING to all ahead two-thirds.”
As I looked up from my perch in the cockpit of the bridge for any direction, the typical response from the Captain was, “Steady as she goes Officer of the Deck!” As a young JO, I wondered why he made life so difficult for the Navigation Team but as I matured into the job and my role in the wardroom, I came to realize that the Captain was training all of us for that unexpected eventuality when Murphy’s Law overtakes even the best of ships and bad things happen. USS SEA DEVIL was no different than any other boat—Murphy appeared often—it was a dangerous business, but we were well trained and the Navigation Team overcame adversity with relative ease.
When we transitioned to our Northern Deployment, QM2 Rick West was a key member of the team. Operating USS SEA DEVIL under ice with her state of the art navigation system, i.e. SINS, Loran, Omega, Mk19 and Mk27 gyros was challenging to say the least. We were at least two generations ahead of USS NAUTILUS in our navigation suite, but let’s face it, the Mk27 gyro was originally used on Army battle tanks and had a tendency to tumble as did the Mk19. Loran and Omega were useless north of 66 degrees of latitude which put SINS in the forefront of our way to and from the North Pole. When we transitioned from the Marginal Ice Zone to solid Pack Ice overhead, the Quartermaster of the Watch was even more critical to safety of ship. During this time period, Rick West was almost always “on watch” even when he wasn’t—if you know what I mean—because he cared so much about the ship and the welfare of the crew. Forceful backup was critical and you wanted Rick West on the Navigation Plot. With the aid of our onboard Electronics Techs, West monitored and nursed the navigation suite through the entire deployment. Driving SEA DEVIL around ice keels and finding polynyas (open areas in the ice) to come up for air and a periodic fix was an incredible proving ground for the submerged OOD. Frankly, I loved it. Finding and surfacing the boat at the geographic North Pole for a day of “Polar Liberty” was something that the crew will never forget. West helped get us there… and back.
I could write many more paragraphs about sea stories from the mighty SEA DEVIL, but suffice it to say that it was a great boat and made even better with Sailors like Rick West. An exceptional watchstander, it was not sufficient for him to sit back and just be the QMOW. He sought out additional collateral duties and qualified in more senior watchstations. Proud of his uniform and his appearance, he set the example for other sailors in the crew’s mess. He was a man of principle then, as he is as MCPON now. He was the epitome of the mantra: Ship, Shipmate, Self… and in that order! Always the gentleman, his conduct at work or on the beach was beyond reproach. His word was his bond and his work was precise. When Rick West made a report, you didn’t have to worry about its authenticity or accuracy. During times of high stress, even with no sleep and no endpoint in sight, his positive attitude never wavered. I was therefore not at all surprised when he was selected to be the 12th Master Chief Petty Officer of the United States Navy.
Master Chief West schooled many more officers than me in the art of navigation and the role of the United States Navy Sailor. On USS SEA DEVIL alone this list included Admiral Rich Mies, USN (ret), Royal Navy Exchange Officer Admiral Sir Mark Stanhope (current First Sea Lord of the United Kingdom), VADM John M. Bird, USN (ret), VADM Bill French, USN as well as countless others who rose to leadership positions Master Chief Petty Officers or Chiefs of the Boat. The mark that he left on us and our boat was indelible.
Today, MCPON Rick West will retire and shift the mantle of enlisted leadership to Master Chief Petty Officer (AW/NAC) Mike Stevens. To the MCPON, I say simply thank you for your service and the sacrifice of your family. It is now time to take that last fix, lay down a DR and set a course for new horizons. No matter where the prevailing winds take you, we know you will find success and that you can take great pride in the impact you have made upon generations of Sailors in the United States Navy. So one more time for MCPON West… HOOYAH Navy!
Mindless habitual behavior is the enemy of innovation… Rosabeth Moss Kanter
Innovation is back! There is an undeniable renewal of interest and forward momentum in innovative thought in the United States Navy today. Why is this? What is driving the renewed attention to innovation?
Several factors influence innovation in both a positive and a negative way. Stephen Rosen discusses many of these factors in his book, “Winning the Next War: Innovation in the Modern Military.” Rosen talks about “technology push,” which occurs when new and disruptive technologies are discovered and sometimes reluctantly incorporated into our warfighting platforms. Though not immediately embraced, over time these technologies can – and often do – revolutionize how we fight. The triumph of steam over sail in the United States Navy is a good example, but one that was hard fought to incorporate or inculcate into the minds of naval officers of that era. Likewise, Rosen’s “demand pull” (or mission pull) stimulates innovation when there is a critical warfighting need and no platform or technology currently available to meet that need. Brave men fought the first and second Battle of the Atlantic in diesel submarines that were cold, cramped, noisy and vulnerable. The need to remain submerged and undetected for long periods of time created a mission pull for nuclear propulsion which contributed to our modern day fleet of highly capable nuclear powered submarines.
While we would have eventually figured out how to put an atomic pile inside a submarine, I think it is fair to say it would not have happened as fast without the contribution of a “maverick” like Admiral Hyman G. Rickover. He drove this process relentlessly and against much opposition, eventually putting to sea the modern SSN. Rickover was unconventional in his methods but he got results. Nowadays, mavericks must learn to work within an even more complex rule set and hierarchy which can stifle innovation. Today’s acquisition process is rather burdensome and although we make the best weapon systems in the world, we must be more responsive in pacing or better yet, exceeding adversary threat capabilities. This of course puts incredible pressure on traditional timelines in research, development and acquisition. Our ongoing efforts to introduce agility and speed into this process must continue if we are to remain a dominant power.
Beyond traditional red-tape, another factor driving – or inhibiting – innovation is money. With competing priorities in the President’s budget, some savings have been realized through reductions in defense spending. Budget reductions and periods of fiscal austerity invariably serve to stimulate critical thought and innovative ways of warfighting. Admiral Jim Stavridis, Supreme Allied Commander Europe (SACEUR), often quotes a well-known figure in the Royal Navy, Admiral Sir Jackie Fisher who said at the beginning of the twentieth century, “Now that the money has run out we must start to think!” SACEUR’s reference is poignant, as Fisher is primarily celebrated as an innovator, strategist and developer of the Royal Navy of the First World War era. When appointed First Sea Lord in 1904, he recapitalized older vessels still in active service but no longer useful and set about constructing modern replacements. Fisher is rightly credited with creating a battle fleet well prepared to fight Germany at sea during World War I.
By any account, our Navy budget is not insignificant, but we must continue to adapt to potential changes. Following Fisher’s suggestion to “think” may provide the catalyst to innovating our way past many of the challenges we face today. This may seem too obvious, for how else does one find an answer, except to think. But how frequently do any of us commit to the type of thinking required to fully understand issues and then devise possible solutions? Rear Admiral Terry Kraft, Commander of the Naval Warfare Development Center (NWDC) recently published The Innovators Guide which dedicates a full four pages to creative thought and generation of ideas. Thinking may not be as simple as it sounds, but we must commit to it in order to find the right solutions.
Recognizing these constraints, the CNO has challenged us to facilitate innovation across the Navy, and several organizations have taken great strides towards this end. The NWDC is a key stakeholder, and its mission is to “link tomorrow’s ideas to today’s warfighter through the rapid generation and development of innovative solutions to operational challenges.” This is done by operating at the speed of the Fleet and maintaining a focus on non-material solutions for the future. In this way, the NWDC serves as a “think tank” for how we fight tomorrow’s battles.
So why NWDC? I would offer that there are many lessons we must learn from history, and one of my favorites is examined by Barry Posen in The Sources of Military Doctrine, in his study of the German doctrine. He notes that Germany “won the battle of France and lost the Battle of Britain. She won the battle for which she had prepared and lost the one for which she had not. Her military doctrine had long envisioned major land campaigns on the European continent. Operations beyond its shores had been given little thought.” The doctrine worked well, until the context of the battle changed to exceed its design. In operating at the “speed of the Fleet”, the NWDC is positioned to look forward and adapt to the changing battlefield and its dynamic conditions.
I recently read RADM Kraft’s NWDC post entitled “Naval Innovation Reboot”, which provides thought-provoking messages about the rapid pace of communications facilitated by social networks where ideas are transformed into reality at a very high rate. He argues that the Navy has yet to capitalize on the benefits of these advancements, and suggests that we better empower our Sailors – already more than comfortable with this technology – to use it to our advantage. To more directly engage these junior leaders, last summer, the NWDC hosted a “Junior Leader Innovation Symposium.” The symposium was designed to educate these leaders on the importance of innovation, empower them to contribute new ideas, facilitate connected discussion and start to harvest their ideas. In keeping with their broad-based approach, NWDC also brings together leadership from industry, military and academia to ensure an awareness and openness to innovative solutions and ideas. In other words, Kraft knows that the water’s edge for innovation is NOT at the water’s edge.
One of the most recent efforts from NWDC examines the establishment of a Rapid Innovation Cell. In broad terms, the cell is envisioned as a mechanism to transform disruptive ideas into solutions and as an alternative path to fielding solutions.
The Office of Naval Research (ONR) is another highly-valuable player in this endeavor. As the Department of the Navy’s Science and Technology (S&T) provider, ONR leads the cutting edge of S&T solutions to address Navy and Marine Corps needs. This effort is developed within and among three directorates, one of which is committed to innovation. ONR’s Directorate of Innovation “cultivates innovative science and technology approaches that support the Department of the Navy and facilitate rapid and agile responses to our changing national security environment.”
Armed with state-of-the-art test facilities and a team of world-class scientists and engineers from a variety of fields, they are well-equipped to advance innovative solutions for the most challenging issues. ONR supports a number of programs aimed to streamline the fielding of technology to the Fleet and Forces. When urgent needs are identified through the Urgent Operational Needs Statement (UONS), Joint UONS (JUONS) and Joint Emergent Operational Needs (JEONs) programs, ONR experts are called upon to ensure available technologies are leveraged in solutions for the fleet. As a complementary process ONR also manages CNO’s Speed to Fleet program, which aims to provide quick-reaction mature and new technologies to deliver working prototypes to warfighters in high-risk or high-threat areas within 12-24 months.
Also within ONR’s quick-reaction S&T portfolio, the Tech Solutions program is a transformational business process created by the Chief of Naval Research to provide Sailors and Marines with a web-based tool for bringing warfighter needs to the Naval Research Enterprise for rapid response and delivery. The program accepts recommendations and suggestions, via an on-line submission form, from Navy and Marine Corps personnel working at the ground level on ways to improve mission effectiveness through the application of technology. It is solely focused on delivering needed technology to the U.S. Navy and Marine Corps, within 12-18 months, and moving the sea services toward more effective and efficient use of personnel. The program has a proven track record too, resulting in technology to the fleet including a Catapult Capacity Selector Valve Calculator (CSV) – a hand-held Flight Deck Ops Assistant which eliminates a laborious process of referencing paper manuals to determine catapult settings.
With NWDC and ONR working as partners, the Navy has an infrastructure which is well-postured to support innovation. Just a thought before I move on… One of our S&T scientists recently e-mailed me a link to the U.S. Coast Guard Innovation Program. It’s a five-page document which formally establishes the Coast Guard Innovation Program. There may be a risk of institutionalizing innovation, but we might also benefit from having a written plan which supports innovative thought. The Coast Guard has an Innovation Council not unlike the current effort undertaken by NWDC. It also recognizes innovation in the ranks with an annual award and incentive program and sponsors an annual USCG Innovation Expo in partnership with industry. Perhaps we should follow suit?
Innovation has been described as having several forms. These range from technological to strategic, and I’ll give a more detailed outline of my thoughts on some of these later, but we suggest we must also contemplate the nature of innovation we aim to achieve.
In a recent Proceedings article entitled Payloads over Platforms, the CNO calls for the “decoupling of payload development from platform development (to) take advantage of a set of emerging trends in precision weapons, stealth, ship and aircraft construction, economics, and warfare.” By tracing a timeline of successful payload shifts across the service of the USS Enterprise (CVN-65), his article illustrates some innovative success the Navy has enjoyed, but these successes were a result of coincidence, and perhaps a dose of good luck, rather than initial design. And, even if the blueprints were drawn up to facilitate payload changes, this approach to design is not pervasive enough to support the CNO’s goals. NWDC and ONR have both adopted or structured approaches to facilitate significant changes like this. If we can successfully tap the ideas of our junior leaders on the deck plates, I believe we are well-suited to develop solutions to propel us in the direction the CNO is pointing.
We face difficult challenges, and innovation provides us one path to solving many of them. I encourage all of our Sailors to discuss ideas and contribute thoughts to this blog or any others I have referenced. We need solutions, and we must be open in our search for them. Is the Navy, as an institution best optimized to innovate? How can we do better? I yield to the “wisdom of the crowd” on this matter, and I am confident that many of you have outstanding ideas that we haven’t yet heard. Get ‘em out there!
The President of the United States visited the Pentagon yesterday to attend and speak at the Memorial Service for the victims of 9/11. Security was tight, but after a solemn service and a rather uneventful day, I departed work for home via the 5th corridor entrance. As I passed the 9/11 Memorial Chapel, which sits precisely at the point of impact for American Airlines Flight 77, I paused to reflect on what this place must have looked like 11 years ago and was thankful for how it looked now and the fact that nothing untoward had transpired on this 9/11 anniversary in our great country.
When I woke up this morning, I was deeply saddened by the news of the murder of Ambassador Chris Stevens and three other Americans in Benghazi, Libya yesterday. Although I didn’t know how it happened, I did know that the United States had lost a great American, an accomplished diplomat and a courageous man. In my last job at U.S. SIXTH Fleet Headquarters, I served as Operations Officer for the Libya Campaign. I will never forget some of the “movers and shakers” that made things happen during Operation Odyssey Dawn and Operation Unified Protector. Three names in particular always come to mind: LTC Brian Linville, U.S. Army, Assistant Defense Attaché in Libya; Brigadier General Abdel Salam al-Hasi, a key member of the Libyan Opposition Forces who repeatedly risked his life during the campaign, and Chris Stevens, who as Special Envoy to the Libyan Trans-National Council was one of the first Americans on the ground.
All three of these men are heroes, but I will only pay homage to one of them today–Ambassador Chris Stevens. Chris and his small team of diplomats and volunteers from the US Agency for International Development (USAID) entered Benghazi not long after U.S. and NATO airpower had pushed Regime Forces out of the city and further south to the cities of Brega and Ajdabiya. It was then still a very dangerous and uncertain environment.
One of our roles in Joint Task Force Odyssey Dawn was to provide a means to get Chris and his team out if they ran into trouble. There were several possible courses of action (COA) and means at our disposal. Each one carried with it associated risks. It was our job at JTF HQ to minimize those risks. For my part, I believed we were overlooking one big factor in our planning: A personal interaction with the guy we were going to have to extract. So, I arranged a phone call with Chris. There was a lot I wanted to discuss, but I knew he had his hands full. I just wanted to tell him one thing: “Chris, if you need us, the Navy and Marine Corps have got your back!”
It was a great conversation, much longer than I had anticipated. Chris was a wellspring of knowledge about what was going on. He was direct, candid and incredibly informed. When I hung up, I told VADM Harry Harris, then the Sixth Fleet Commander–“Boss, Chris Stevens is one phenomenal guy. Now I know why State sent him!”
Since no American military boots were allowed on the ground in Libya during the operation and since we were just massing Intelligence, Surveillance and Reconnaissance assets, we were starved for real time eyes-on-the-ground information about what was happening in the Transnational Council, in Benghazi and in the rest of the country. Chris was a virtual encyclopedia. I was struck by his upbeat tone and tenor and his calm and cool demeanor. He was under a lot of pressure and challenging deadlines to show American support for the Libyan people, provide an avenue and method for delivery of humanitarian supplies and establish a sound relationship with the Trans National Council. The odds were against his mission, but Chris was full of enthusiasm and hope for the Libyan people’s right to self-determination.
As number two man at our Embassy in Tripoli before the campaign, he was plugged in. He knew the turf and the terrain. He understood the people, the demographics and the tribal politics. He knew the importance of humanitarian aid and that speed mattered — being the first responder to the needs of the Libyan people was going to pay big dividends during the campaign. He helped clear up a number of important questions for us about conditions on the ground and how we might better do our job and carry out our charter inherent in the United Nations Security Council Resolution. Chris gave me better situational awareness than any of the intelligence reports I received and in the final analysis, I was buoyed by his spirit, hope and enthusiasm.
He made me want to work just a little bit harder. He made me want to be better at my job.
Finally, I was struck by how he went out of his way to thank the U.S. Navy and Marine Corps for doing so much to plan for his safety and that of his team. Thankfully, we never had to execute those plans. Chris completed his mission and his mandate. The Libyan Campaign came to a close and the Libyan people earned the right to govern themselves. Free and fair elections took place a few months ago and moderates won the majority in government. Earlier this year, Chris was confirmed as U.S. Ambassador and returned to Libya. His selection was a “no brainer” to me, and I thought to myself, that guy is going to make a difference.
Now, he is dead… killed in the very city he helped set free. I regret that I never had the chance to meet him in person or shake his hand.
Ambassador Chris Stevens is the epitome of what Admiral Mike Mullen used to call “expeditionary government.” After 9/11, everything changed and although sending our military forces overseas was necessary, it was by no means sufficient. Along with those forces, on the front line and in the trenches, are members of so many other federal agencies–the ultimate force multiplier. Like Sailors, Soldiers, Airmen and Marines, our State Department and other agencies are operating by our side on the tip of the spear and assuming similar risks. My hat is off to these men and women who sacrifice much for their country.
In the case of Ambassador Stevens, he made the ultimate sacrifice. I salute him. The next time I see someone from the Department of State, I will say, “Thank you for YOUR service!” I hope you will do the same.
James G. Foggo
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