Archive for the 'Air Force' Category
The Exit Interviews series provides an opportunity to capture and share the honest and thoughtful insights of those members of the naval service who have served their country well, and are either moving on to serve it in other ways outside of the service (the “exit interview”) or who have chosen to pursue higher rank and greater responsibility within it. It focuses on individuals who are transitioning out of the service or have recently gotten out, and those who have recently chosen to stay in past their initial commitment.
Much like an exit interview in the corporate world, we ask a series of standardized questions that are intended to be open-ended and solicit honest reflection. If you would like to participate, or you know somebody who would, please reach out to firstname.lastname@example.org
LT Tony Butcher commissioned through Air Force ROTC in 2005, and received an interservice transfer to the Navy in 2007. While in the Navy, he served as a Supply Officer on a destroyer based out of Norfolk, followed by tours ashore in Diego Garcia and Australia. He transitioned from active duty in 2014, and is in the second year of MBA studies at the UC Davis Graduate School of Management.
Why did you join the Navy?
My grandfather and six of his brothers were World War II veterans, most of who enlisted in the Navy the week following Pearl Harbor. When I was entering high school, my Great Uncle Bill told me his stories on the USS San Diego (CL 53): most notably the ship’s 18 battle stars without losing a Sailor and being the first U.S. ship to sail into Tokyo Bay after the surrender. My high school in Monterey, CA had a Navy JROTC program, and a military community represented from the Naval Postgraduate School and Defense Language Institute. That exposure drove my desire to become an officer in the Navy.
My path to a Navy commission took a circuitous route. I attended a university with an Air Force ROTC detachment and commissioned in the Air Force in 2005. However, I came in during the height of USAF force shaping programs as they ramped up officer numbers anticipating an increased Congressional authorization that never came. I used that as an opportunity to negotiate an interservice transfer to the Navy, which was approved at the end of 2007.
What was your favorite part of serving in the Navy?
The old slogan “Join the Navy: See the World” says it all. Before serving with the Navy, I’d never heard of the Seychelles, wouldn’t have been able to find Santorini, and if I’d been asked where Sydney Australia was I would have pointed at Perth. There were plenty of not so fun places as well, but I wouldn’t have erased those as they contributed just as much to the experience I gained. My exploring different parts of the world ashore and on the high seas gave me an educational experience not available in any classroom.
What did you find most frustrating?
Career management. When I transferred to the Navy it was as a Student Naval Aviator. Unfortunately, I was found to be not physically qualified to continue with aviation and was redesignated to the Supply Corps. This was frustrating because I’d listed the Information Dominance Corps (IDC) communities as my preference. In retrospect, it seemed like my only shot to select for an entire career path and involved more about timing than desire and skill set.
When I got to my ship and earned my surface qualification, I submitted a lateral transfer package. Although the IDC communities had openings for my year group, the Supply Corps community manager refused to release me, citing management of his numbers. Two years later, the next community manager reversed course and my release was granted, just in time for the IDC manager to shut the door to my year group. Further, I’d completed Naval Postgraduate School (NPS) certificate programs in Network Operations, Space Systems, and Cyber Security Fundamentals that the IDC community had recommended, only to find that they seemingly made no difference in my efforts.
With my current MBA internship, the private sector has been happy to utilize the Navy’s investment in my skills obtained at NPS. For its part, the Navy got absolutely no return on that investment. I find it hard to take articles from 10th Fleet stating they want more people with cyber skills very seriously when the current personnel system repels people like me from getting in.
When and why did you decide to get out of the Navy?
Ultimately, I left due to the inability to pursue an IDC designator as discussed in the previous question. I’d been on the fence about staying in for a full career for a while, but I made the decision while participating in exercise RIMPAC 2012. I didn’t find the work on my watch station to be adding value and was never excited about roles in the Supply Corps. My most memorable role was actually on a 5th fleet ship deployment where my C.O. allowed me to qualify and stand watch as Surface Warfare Coordinator. Anyway, I had this moment where I looked around the watch center and realized I didn’t like who I was working with and there was nobody there I wanted to be like when I grew up.
The mentorship that I was after was also lacking. The mentor that my detailer had set me up with was great for providing me with career path specific advice, but I can’t say any took the time to know anything about me personally. That’s the experience I felt with most senior officers I dealt with throughout several afloat and ashore commands. I don’t think they were being cold-hearted, but I was left feeling like we were all just cogs in a machine. Everyone seemed too serially focused on the series of wickets they needed to hit to reach 20 years of service and retirement.
If you could change one thing about the Navy what would it be?
Overhaul the personnel system. Give more flexible career management, and modify the up-or-out promotion system. I worked as a liaison to the Royal Australian Navy, and observed they did not have the up-or-out policy, which didn’t seem to wreck their officer corps. The current officer promotion boards serve as a very narrow high year of tenure checkpoint and punish anyone that deviates from a predefined optimal career path. Finally, if a Sailor leaves active duty, they’re essentially gone forever aside from a contribution in the Reserves. If a Navy veteran acquires significant skills and experience in the private sector, there’s no opportunity for the Navy to make use of that in a full time capacity.
I am encouraged by recent statements by VADM Moran and SECNAV Mabus that change may be on the horizon. They seem keen to make reforms that will modernize the current officer year group system that constrains community numbers. However, many issues are driven by provisions of the Defense Officer Personnel Management Act (DOPMA) and will require action from Congress for change to occur.
What single most important lesson or piece of advice would you leave with naval leaders?
Take care of your people.
I have a statistics professor at my current university that says “show your guts, show your heart, don’t be just talk-talk.” Leaders need to take care of their people through actions, not words. Military justice comes with unique power that no other profession has over its people. With the power comes great responsibility to use it righteously.
In 2012, when several criminal incidents involving Sailors took place in Japan, the 7th Fleet Commander decided the solution was to restrict liberty across the entire PACOM theater. I still have not heard a rational argument that supports why Sailors in Singapore and Australia with no history of bad incidents were denied due process and punished. The Navy needs leaders that use their power wisely, not selfishly to protect their careers at the cost of the masses under their commands. Sailors suffering under such toxic leadership will lose faith in it, in turn weakening the mission, their retention, and ultimately the Navy. CDR Guy Snodgrass’s recent Navy Retention Study seems to back this up.
When I had the opportunity to lead, I used corrective action as a surgical tool and saw mass punishment as effective only in destroying morale. When my Sailors and Marines were getting their job done efficiently, I rewarded them with liberty wherever possible. Ultimately, I saw this improve their quality of life and morale, and created a healthy environment driving successful mission accomplishment.
What’s next for you?
My long term career intent is to become a Chief Information Security Officer. I’m halfway through an MBA at UC Davis and wrapping up a summer internship at a Fortune 50 firm. The role has been in a strategic technology management area which I would have liked to have held in the Navy. Once I’m finished with my MBA and re-enter the work force, I plan to start a part time M.S. in Computer Science with emphasis in Computer Security to further build on my NPS coursework and improve my core knowledge.
Colonel John Boyd (USAF) developed a decision cycle concept called the OODA (Observe, Orient, Decide and Act) Loop. He applied the concept at the strategic level in military operations, but it can also be applied to our current and future warfighting efforts, what we design, build, budget for, and use in pursuit of our national objectives – today and in the future. If we consider Col. Boyd’s concept in relation to those warfighting efforts, then today we must begrudgingly admit that our adversary’s decision cycle operates more quickly than our own OODA Loop. Technology, particularly use of information technology systems (including the internet), has moved so quickly the past few decades that our enemies can design, steal or borrow new ideas for weapons or equipment, share information and quickly move out well in advance of our ability to counter those ideas. Yet we remain mired in the same processes used to design, build, budget and produce those items our military needs, more or less unchanged, since the 1960s.
Today to provide the warfighter a new weapon, ship, or airplane, we begin inside a bureaucratic process that requires an analysis of the gaps, alternatives, various capability documents, review upon review by a number of well-meaning organizations, etc… That is just to come to an agreement on what must go out to industry for their ideas, proposals and estimates. Items must be competed – sometimes even when it is already known what company can build to the need quickest and at the best price. And then there’s the funding question.
Creating a finished budget literally takes two years or more. Once the decision is made that we need to buy item X at price Y, it has to be put into the Department’s Budget. It takes almost a year for a service to build a budget, allow senior leaders the opportunity to review, debate and determine priority, and ultimately, decide if an item should be funded or not. Then begins the process of defending the service’s priorities starting inside the Pentagon and ending on Capitol Hill a year (or so) later. If approved inside the National Defense Authorization, and Defense Appropriation Acts (it is worth noting that today, a non-decisional Continuing Resolution is the norm), then we can finally spend money on a contract for a new warfighting capability. In summary, if we decide we need to produce a new, non-complex weapon, it takes a minimum of three or four years to actually deliver that weapon to the field.
We have begun to change – small but necessary steps, are being made. There is an Urgent Operational Needs process that allows the warfighter to quickly request a new capability, if the request meets certain policy criteria. A group of senior decision makers meets every two weeks to ensure urgent warfighter needs are being met as quickly as possible. They work together to push through the bureaucracy, even working outside the Department of Defense – with the Department of State and leadership on Capitol Hill. There have been successes. However, at the same time we make these small but important steps towards flexibility, we continue to struggle with new policy constraints or modifications to current requirements in existing systems.
If we are to remain the preeminent military force in the world we must continue to change. We must build a process that results in capability fielded quickly, vice capability fielded much slower – with minimal risk. Rather than have a series of consecutive leadership reviews on proposals (and the capability and/or funding required), each of which takes many months and can only move forward to the next step sequentially after each leader approves, we need to have single meetings of the right leaders to take in information, ask questions and make decisions – in a timely manner. We need the ability to spend money on new efforts today – not two years from now after we’ve built a budget, reviewed and defended it against any one of hundreds of reviewers who might disagree. We need flexibility to change programs as they move forward – when they hit a snag we must be able to quickly modify our plans, or if required – terminate our efforts and re-allocate the monies towards other needs. Naysayers will say a new process with speed in mind will lead to waste. The reality is that without a new process with speed in mind, we will fall further behind our growing number of challengers.
Do not misunderstand this to be a criticism of those that run or are involved in these current processes. Everyday there are tens of thousands of great Americans that work towards building the best and most capable Navy of the future. They toil under policies and laws currently in place and they do outstanding work. But we have to change the way we are doing the Navy’s business if we hope to continue to be the best. We have to tighten our own OODA Loop to decide and act far more quickly so that the enemy can’t get inside it, cannot work around it – or use our own process against us. Bottom line – we must change.
The millennial generation follows in the footsteps of some awesome predecessors, learning from the example—and the mistakes—of the “Greatest Generation,” Baby Boomers, Generation X, and others. As we set our sails for the horizon, millennials often wonder: what will our legacy be?
At a recent meeting of junior and senior officers on innovation, a discussion arose about funding innovative projects. All involved recognized the elephant in the room as one senior leader said, “Clearly, we can’t solve the acquisition problem.”
Being a big fan of marginalia, I wrote that quote down on the side of my pre-brief material. Underneath it, I hurriedly scribbled, “We all want reform. Show me the person who doesn’t? Do the work! Steel the wool!”
That statement—“We Can’t”—underscores the shared intra-generational frustration over our military’s “wicked problems.” The defense-industrial-congressional complex looms large as the source of these problems. This is widely recognized, and while a few brave souls have tried to slay the beast, the masses have been content to live within its shadow according to its rules.
But it does not have to be this way, and the millennial generation is already actively involved in tackling these seemingly insurmountable problems. Under Secretary of Defense Brad Carson’s “Force of the Future” initiative and Chief of Naval Personnel Vice Admiral Bill Moran’s efforts aim to overhaul the antiquated, inefficient personnel systems throughout the DoD. Providing some revolutionary solutions—and volunteering to implement them—are members of the Defense Entrepreneur’s Forum (DEF) and similar JO-heavy organizations. These are millennials not willing to take “we can’t” as the final answer.
Paraphrasing a line from the founding text of our nation, though, “prudence, indeed, will dictate,” that disruptive servicemembers must not break apart the seams of the sea services “for light and transient causes.” As CDR Harrison Schramm recently wrote in the August 2015 issue of Proceedings, this generation must “do [our] homework and understand why we are where we are, and how to move forward.”
If we are to have any sort of enduring legacy, the millennial generation must eliminate the “Can’t” from responses to those who ask “How?” or “Why?” This will require millennial leaders to find their way into every corner of the defense-industrial-congressional complex, and be willing to translate reforms into lasting institutional overhaul.
We must also consider that retention in the active duty Navy may not be the end-all-be-all. Our service requires committed individuals capable of critical thinking not just in uniform, but also in elected office (particularly the “Big 4” committees in Congress: The House and Senate Armed Services Committees and the House and Senate Appropriations Committees) and in defense industry. When jobs for congressional districts, profit margins for defense industry, and programmatic victories for OPNAV N-codes trump naval strategy, agility, and innovation, we are on a perilous path. It is increasingly becoming unsustainable.
Our “Can-Do” generation will lead the way. By remaining actively connected through organizations such as the Naval Institute, DEF, CIMSEC, and others, we will ensure that the capricious winds of personnel placement do not silence the ideas and spirit of our generation’s thinkers, writers, and doers. We will not allow cynicism and disillusionment to erode our fighting spirit. We will tackle all problems—no matter how large or protracted—and we will solve them.
The Naval Institute will continue to be the forum where we bring these discussions—in real time—for perspective, refinement, and support. Now more than ever, we require a strong Institute with a robust online presence and a chorus of writers to diversify the debate.
As Winston Churchill once said, “The era of procrastination, of half-measures, of soothing and baffling expedients, of delays is coming to its close. In its place we are entering a period of consequences.”
We are now entering that period of consequences. Our sea services must either move forward or, as Alfred Thayer Mahan wrote so many years ago, fall “into insane contempt.” The legacy of the Can-Do Generation will be the difference.
Please join us at 5 pm (EDT) on 9 August 2015 for Midrats Episode 292: The Force of the Future w/Acting Under SECDEF Brad R. Carson:
If people are your most important asset, as the hardware people look to a future of F-35s, SSBN(X), and the FORD Class CVN, what are the steps being taken to set of the personnel structure to address future requirements?
Our guest to discuss this and more for the full hour will be Brad R. Carson, Acting Under Secretary of Defense for Personnel and Readiness.
Mr. Carson was appointed by President Obama to serve as the Acting Under Secretary of Defense for Personnel and Readiness on April 2, 2015. He currently serves as the 31st Under Secretary of the United States Army and Chief Management Officer of the Army.
He has previously served as General Counsel of the Department of the Army Special Assistant to the Secretary of Defense, member of the U.S. Congress representing the 2nd Congressional District of Oklahoma, academia, and a lawyer in private practice.
His military service includes a deployment in support of Operation IRAQI FREEDOM December 2008 until December 2009, as a United States Navy intelligence officer.
Mr. Carson holds a bachelor’s degree in history from Baylor University, Phi Beta Kappa. He received a bachelor’s and master’s degree in Politics, Philosophy and Economics from the University of Oxford, where he was a Rhodes Scholar. Mr. Carson also holds a J.D. from the University of Oklahoma.
From hapless Norwegian coastal battleships in WWII to last decade’s unarmored HUMVEEs, there are things that look good on paper and are highly functional for a nation at peace, that in hindsight do not seem all that great once an enemy gets a crack at them.
There are a few reliable constants to war at; one is that the things you rely on the most, your critical vulnerabilities identified by the enemy will always be targeted first.
A competent commander is self-aware of his own critical vulnerabilities, and makes a reasonable effort to protect them. Understanding the chaotic and dynamic nature of war, no critical vulnerability can be fully protected and needs backups – you need redundancy, especially if you have a critical requirement that is also one of your critical vulnerabilities.
For so long we have assumed access to the electromagnetic spectrum as a given, and access to satellites – those gloriously exquisite linchpins of the modern navy – as a given, then perhaps we should consider how we can provide Carrier Strike Group Commanders and Maritime Component Commanders the ability to replace wartime losses and complicate the enemies targeting our satellites.
Satellite constellations set up in peace are the fixed coastal defenses of the modern age – easy to target and plan against – and most likely first on an enemy’s targeting priority list.
What if a local commander could re-establish capabilities or even create new ones using those units under his command, at his discretion?
What if that capability wasn’t just an idea, but close to making a shadow on a ramp? This is something I pondered while reading about DARPA’s Airborne Launch Assist Space Access program, or (ALASA);
If all goes according to plan, a series of 12 orbital flights would then commence in early 2016 and wrap up by the middle of the year, DARPA officials said.
“The plan right now is, we have 12 [orbital] launches. The first three are fundamentally engineering checkout payloads,” Bradford Tousley, director of DARPA’s Tactical Technology Office, said Feb. 5 during a presentation at the Federal Aviation Administration’s Commercial Space Transportation Conference in Washington, D.C. “The other nine will be various scientific and research development payloads that we’re after.”
The ALASA military space project consists of an F-15 fighter jet carrying an expendable launch vehicle underneath it. Once the F-15 gets up to a sufficient altitude, the rocket releases and ignites, carrying its payload to orbit. The F-15 would then return to Earth for a runway landing, after which it would be prepped for another mission.
Perhaps we are at the point that it is still too big for anything smaller than an F-15E … but … put the engineers on it. Platform or payload, one of them should be able to be modified at a reasonable cost.
Additional satellite communications, ISR, etc – all just a magazine elevator away. Ponder it a bit.
In war, few things are better than for your opponent to think you are blind and helpless and then they move in for the what they think is the quick and easy victory … or that they think that is what you want them to do … but if you don’t have that capability then, well … you don’t. You miss an opportunity to deceive your enemy, or to sow doubt and confusion in the mind of their commander – two things anyone would like to have in their quiver.
… and no, “Call the USAF and have them do it for you from CONUS.” is not the correct answer. To call the USAF from WESTPAC, you need … ahem … satellites – or still have low-baud HF TTY. Oh, and … well … priorities.
Please join us on 12 July 2015 at 5pm (EDT, U.S.) for Midrats Episode 288: “The Between the Ears Challenge”:
Are the growing feelings of crisis, confusion and strategic drift in the national security arena not so much the result of external challenges, but the result of poor thinking and intellectual habits on our part?
Using his article in The National Interest, “The Real Problem with the American Military” as a starting point, our guest for the full hour will be Dakota Wood, Senior Research Fellow on Defense Programs at The Heritage Foundation.
Dakota L. Wood, LtCol USMC (Ret.), Senior Research Fellow for Defense Programs at The Heritage Foundation.
Dakota served two decades in the U.S. Marine Corps. Following retirement, Mr. Wood served as a Senior Fellow at the Center for Strategic and Budgetary Assessments.
Most recently, Mr. Wood served as the Strategist for the U.S. Marine Corps’ Special Operations Command.
Mr. Wood holds a Bachelor of Science in Oceanography from the U.S. Naval Academy; a Master’s degree in National Security and Strategic Studies from the College of Naval Command and Staff, U.S. Naval War College.
Even while stepping gingerly past the usual swamps of interservice rivalry, for most of those who have had to work with “them,” it is very clear that there is a large difference in culture between the US Air Force and the Navy-Marine Corps team.
Very different – and in important ways not good.
One of the areas of difference is in their culture’s tolerance of dissent.
While not as open as a spoken-word poetry slam, when compared to the other services, the maritime services are rather open minded and resilient to off-message discussion.
Perhaps we can trace it back to the traditions Admirals Mahan and Sims built on, improved – and eloquently brought to the front from the Revolt of the Admirals to VADM Tom Connolly. It is hard to say, but any time spent in the joint environment you can see the difference.
The events in the last few months have brought out two great examples that would be difficult to see happening in such an open way in the maritime services.
Maj. Gen. James Post, vice commander of Air Combat Command, is accused of telling officers that they are prohibited from discussing with Congress efforts to retire the A-10 attack jet, which many lawmakers would like to keep in service.
“Anyone who is passing information to Congress about A-10 capabilities is committing treason,” Post reportedly said, according to a post by blogger Tony Carr on his John Q. Public website. “If anyone accuses me of saying this, I will deny it.”
Well, Post got fired for his efforts.
More recently, we had this from retired USAF General Roger Brady;
But this is not about free speech. It is about good order and discipline. The Air Force secretary and chief of Staff, in consultation with senior commanders, determine what force structure priorities should be. After considerable discussion, with strong, sometimes opposing opinions being expressed, the secretary and chief forward a recommendation through the Defense Department to the president and ultimately to Congress. Among these senior leaders are combat veterans with close air support expertise, some with considerable A-10 experience. The decisions they make are based on their mission experience and an awareness of the many other mission obligations the service has.
The views of airmen in the field are neither unknown to nor taken lightly by senior leaders. But, these airmen have neither the responsibility nor the perspective required to determine how best to meet the Air Force’s myriad global missions within the resources available. The ethos of military professionals requires that senior leaders make decisions and give direction that is legal, moral and ethical. Individuals of lesser rank and responsibility are obliged to support those decisions, or depart service.
Those who decide to take their opposing views directly to Congress are not whistle-blowers — priorities are matters of judgment and there is no scandal here. Nor are they traitors — they are within their legal rights. They are simply insubordinate — they have denied the authority of their senior leadership.
A valid perspective, perhaps for a retired Soviet Air Force General – but perhaps a little off for one from a representative republic of a free people.
Though that attitude does exist in many places in our Navy towards any off-talking points discussion – it is usually done in quiet way among safe ears. Not in our Air Force though, no. It seems to be comfortable to come out in clear view of all.
That difference in culture can be found in glaring relief in the broader marketplace of ideas. It has long been a staple from the beginnings of new media over a decade ago that the USAF seemed to have a light footprint and not too full of boat rockers. That is getting better.
It is no mistake that Tony Carr’s blog “John Q. Public” has been at the front of both of these events and others on the USAF side of the house – he is one of the few contrary voices out there from that side of the Pentagon – and he is getting good traction as result. He is serving a very underserved market … and the quality of his goods is feeding the demand even more.
As I have seen in comments as of late – I wish this insight was originally mine – there may be something to consider about one potential source of the USAF vs. USN/USMC culture difference. The USAF does not have its version of the US Naval Institute and Proceedings.
Let’s look at the mission of USNI again;
To provide an independent forum for those who dare to read, think, speak, and write in order to advance the professional, literary, and scientific understanding of sea power and other issues critical to national defense.
I think that is something the USAF could dearly use.
As imperfect as it is in execution and perhaps even support – this is something we should all step back now and then and ponder the 2nd and 3rd order effects that the Institute has on our larger culture, and the health of its collective professional intellect.
Do we have our Posts and Bradys? Sure … but they don’t feel supported by a general culture or empowered by their sense of intellectual entitlement to come out in the open and say it.
Looking at the pushback this year – maybe the USAF is headed our way in this respect. Good.
It isn’t just good – the USAF deserves better than this “shut up and color” type of leadership. Those leading the USAF at the highest levels were mid-grade officers in DESERT STORM. In that conflict, one of their leaders was General Charles Horner, USAF (Ret.).
Like many of his generation of military officers, his views were formed by what he saw in the Vietnam War. He and his peers knew what they didn’t want to be when it was their turn.
In Eric Schlosser book, Command and Control: Nuclear Weapons, the Damascus Accident, and the Illusion of Safety, the author gives a snapshot of where the USAF leadership was in 1991 from Horner’s view, looking back to the General Officers leading the USAF in Vietnam;
I didn’t hate them because they were dumb, I didn’t hate them because they had spilled our blood for nothing, I hated them because of their arrogance… because they had convinced themselves that they actually knew what they were doing and that we were too minor to understand the “Big Picture.” I hated my own generals, because they covered up their own gutless inability to stand up to the political masters in Washington … (I would) never again be a part of something so insane and foolish.
Has the center mass of USAF drifted this far away again? Again in an arrogance not willing to consider the views of their company and field grade officers?
Culture is never a fixed thing, but there can be parts of a culture that can be a damping rod to provide constancy through change. Thinking about our sister service’s battle with the free exchange of ideas and open discourse, at least for me, gives me a greater appreciation of our Institute and its mission.
Along those lines … take a break from reading and hit the keyboard. Someone’s tree needs shaking, and USNI is always looking for writers.
This is worth an hour of your time:
If you have doubt, there is this Reuters headline, U.S. missile defense agency warns of “jeopardy” from budget cuts:
Further budget cuts would put the U.S. military’s ability to protect the United States in “serious jeopardy” at a time when Iran and North Korea are advancing their own missile programs, the head of the U.S. Missile Defense Agency said on Thursday.
Vice Admiral James Syring told U.S. lawmakers that failure to lift budget caps in fiscal 2016 would force him to delay urgently needed steps aimed at improving the reliability of a system that top military leaders have already called “unsustainable” given growing threats and budget pressures.
It is not rational to think standing still means your potential enemies will also call a halt to their activities.
U.S. Naval Insitute News offers up Army-Navy Memo on need for Ballistic Missile Defense Strategy, referenced in the above:
UPDATE: Robert Work, Deputy Defense Secretary on budget issues as found in the Aviation Week opinion piece, “Budget Blunders Threaten U.S. Military Superiority”:
Sequestration is a blunder that allows our fiscal problems, not our security needs, to determine our strategy.
Please join us Sunday, 15 March 2015 at 5pm (U.S. EDT) for Midrats Episode 271: “Red Flag and the Development USAF Fighter Pilots”
In parallel efforts that in the Navy which led to Top Gun, the US Air Force looked hard at the lessons of air to air combat in the Vietnam War and brought forward “Red Flag,”
Moving beyond the technical focus, they looked to training and
fundamentals to bring back a primacy of combat skills.
Our guest for the full hour to discuss this and his new book, The Air Force Way of War: U.S. Tactics and Training after Vietnam, will be
Dr. Brian D. Laslie, Deputy Command Historian, North American Aerospace Defense Command (NORAD) and United States Northern Command (USNORTHCOM).
A historian of air power studies, Dr. Laslie received his Bachelor’s degree in history from The Citadel: The Military College of South Carolina, his Master’s from Auburn University Montgomery in 2006 and his Doctorate from Kansas State University in 2013.
Dr. Laslie was Honorably Discharged from the United States Air Force in 2007 as a Captain after serving as a logistics officer, doctrine instructor, and Action Officer to the Commander of Air University.
Power projection, sea control, access, denial, and the ability to impose your will on the enemy from the sea – or depending on your perspective – prevent them.
If the comparative advantage of American military power includes the use of the world’s oceans as a basing area from projecting power and national will, how can other nations design systems and tactics to trump that advantage? What are in place now, and what can we expect to see in the near future?
Our guest for the full hour will be Sam J. Tangredi, a defense strategist whose studies of future warfare prompted Defense Department officials to label him “the Navy’s futurist.” His thirty-year naval career included command at sea, service in key strategic planning positions in the Pentagon and overseas, earning a PhD in international relations, and research fellowships at two think tanks.
His over one hundred publications—which include four books–have won awards, including the U.S. Naval Institute’s Arleigh Burke Prize and the U.S. Navy League’s Alfred Thayer Mahan Award. He is currently the director of San Diego operations for the planning/consulting firm Strategic Insight.