Archive for the 'Aviation' Category

Screen Shot 2014-08-31 at 8.33.32 PMOn March 7, 2014, a self-directed study was emailed to Vice Admiral Bill Moran, the U.S. Navy’s Chief of Naval Personnel. Titled “Keep a Weather Eye on the Horizon: A Navy Officer Retention Study”, the paper provided Vice Admiral Moran with a canary in the coal mine, describing a looming retention downturn using historical data and, perhaps most importantly, timely and relevant information based on primary source interviews with hundreds of U.S. Navy Sailors.

Within days, the paper leaked from the Navy’s Personnel Command and made its way throughout the Navy. The message resonated with Sailors at the deck plates — officer and enlisted alike — and caught the attention of senior leaders throughout the U.S. Government. To their immense credit, Vice Admiral Moran and other senior Navy leaders have responded to decreasing retention indicators with personnel changes designed to improve morale and a Sailor’s ‘quality of service’. These changes provide commanding officers with greater flexibility to prescribe uniform wear, increase sea pay for Sailors on extended deployments, and reduce general military training requirements on commands, just to name a few.

Larger initiatives are in the works although they have not been publicly announced. Some initiatives, like expansion of the Career Intermission Pilot Program, require Congressional approval. There is also a desire to better understand the current retention downturn before acting. This is understandable. The Navy is a large, diverse, and dispersed organization and more information is required to ensure the next round of changes provide the greatest return on investment. However, the time to act is now.

So, how do you determine the right course of action to provide the greatest return on investment?

Senior decision makers are asking important questions. First, is there really a retention problem? Is it possible we are retaining the right quality of Sailor, just in fewer numbers? Are previously cited retention factors — an improving economy, significant operational tempo, perceived reductions in quality of life, among others — truly impacting our Sailor’s “stay/go” decisions? If so, in what ways?

The desire to further expound on the tenets of the paper — in a thoughtful and deliberate way intended to benefit senior leaders — led to the creation of an independent 2014 Navy Retention Study Team in March 2014. The team is comprised of a volunteer group of high-performing active duty Sailors and select civilians who have dedicated their off-duty time to create a first of its kind retention survey — created by Sailors for Sailors. All of our members are upwardly mobile, highly-placed individuals who want to measurably contribute to the continued success of the U.S. Navy. The success of this initiative is due largely to their sense of ownership for the Navy and their correspondingly impressive efforts.

This report details the results of this year’s survey, including a broad analysis of factors which are assessed to affect retention and additional recommendations to avoid the shoal waters of a multi-year retention shortfall for several communities. Further, it is important to provide relatively unfettered access to the survey data (as appendices in this report) with more raw data to be made available throughout Fall 2014.

While our analysis of the data is presented for your use, I suggest you don’t take our word for it — read and assess the data for yourself.  Then read widely, think deeply, write passionately, and act decisively to help retain our most talented Sailors in uniform.

We must continue to cultivate a strong sense of ownership within the U.S. Navy. Reassuringly, many Sailors have stepped forward with innovative ideas to improve processes and policies, whether as a Yeoman, a Lieutenant in the F/A-18 community, or as a pre-major command surface warfare officer. In the end, no matter your rank or position, it’s about asking ourselves what type of Navy we want to dedicate some portion of our lives to … and what type of Navy we want to leave for those that join 5, 10, 15 years into the future and beyond. It’s easy to lay problems at the feet of our senior leaders, however it’s incumbent upon all of us to take part in solving this issue.

At the end of the day, the Navy cannot directly hire uniformed personnel into positions of responsibility, nor can it surge leadership, trust, and confidence.  Instead, we must explore changes to legal statutes and internal policies in order to retain our very best, brightest, and most talented — the continued success of the U.S. Navy depends on nothing less.

The 2014 Navy Retention Study report may be downloaded at: www.dodretention.org/results  beginning Sept 1, 2014.



Reviews by Bill Doughty

The United States Navy is making and living history right now in Hawaii in the world’s largest maritime exercise: Rim of the Pacific (RIMPAC 2014), fostering collaboration and cooperation and promoting international understanding. Among the participants in this year’s RIMPAC are navies from 22 nations, including UK, Japan, and China.

Two books give perspective on the past two centuries of naval history and provide context for the history being made by the U.S. Navy this summer.

A lot has happened in the two centuries since the Revolutionary War and War of 1812: from wooden ships to littoral combat ships; the birth of naval air forces, airpower and UAV; nuclear-powered fleet ballistic submarines; computers and cyber-security. The world is changing too, as captured in the Maritime Strategy, from world war confrontation to global cooperation. Think about the evolution of the fleet and the world in which it operates today.

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Thomas J. Cutler thinks and writes about changes and challenges over the past 200-plus years in “A Sailor’s History of the U.S. Navy.” His Naval Institute Press book is a mainstay and now a top pick on the “Be Ready” list of the CNO’s Professional Reading Program suggested reads.

Cutler writes about the “magic” of the lore, language and legacy of the United States Navy, and invites Sailors to reflect on the “club” to which they belong. His book recounts — and makes relevant — history through the stories of Sailors in the past and present.

“The more you know about the Sailors who served before you, the more prepared you will be to do your job, and do it well. It is your turn to follow in the wakes of those who went before you, to lead the way for others who will follow you, and to make your contributions to the Navy’s ongoing legacy of honor, courage, and commitment.”

In a Chapter 6, “Don’t Give Up the Ship,” Cutler sets the stage with a brief description of Master Commandant (Commander) Oliver Hazard Perry, his famous pennant and the sailors who fought in the face of adversity at the Battle of Lake Erie. Cutler then gives more recent history, including the story of the five Sullivans brothers lost aboard USS Juneau in Guadalcanal Campaign, 70 years ago this year.

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Cutler ties in the brothers’ namesake ships, including the current USS Sullivans (DDG 68), showing how the ship was targeted in a failed attack by al Qaeda in Aden, Yemen in January 2000. That same year, on the day before the Navy’s 224th birthday, terrorists launched another attack on an Navy ship, this time against USS Cole (DDG 67).

He recounts the heroism of the Sailors who all focused on three tasks, “caring for the injured, providing security against further attack, and saving the ship.” Don’t give up the ship…

The author packs a lot of history in this easy-to-read overview that contains stories and photos about JFK’s PT-109, Rear Adm. “Amazing” Grace Hopper, 1776‘s gondola Philadelphia, Commodore Matthew C. Perry, battleship USS Maine, Master Chief Boatswain’s Mate Carl Brashear, and naval aviator and astronaut Alan Shepard Jr., among others.

In the appendix he offers synopses of key engagements through battle streamers, showing the operational history of the U.S. Navy.

The streamers demonstrate a commitment to always “Be Ready.”

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Speaking of “back to the basics,” also recommended is a new book by Rear Adm. Robert O. Wray Jr., “Saltwater Leadership: A Primer on Leadership for the Junior Sea-Service Officer.”

The book, with a forward by Sen. John McCain, is endorsed by retired Adm. Gary Roughead, former chief of naval operations, and former President George H. W. Bush, who served as a naval aviator and “junior officer at sea.”

Wray offers self-described bite-sized “sea stories” and practical, pragmatic “salty advice” along with plenty of lists, including traits and tributes, rules and advice, and a list of 35 books on leadership!

Interestingly, the book opens with advice from ancient philosopher from China Lao Tzu:

A leader is best
When people barely know that he exists,
Not so good when people obey and acclaim him,
Worst when they despise him.

“Fail to honor people,
They fail to honor you”;

But of a good leader, who talks little,
When his work is done, his aim fulfilled,
They will all say, “We did this ourselves.”

– Lao Tzu’s “Tao Teh Ching,” verse 17, 6th century BC

Wray’s book is published by the Naval Institute Press and is in the same “Blue and Gold Professional Library” series as “The Bluejackets Manual,” “Command at Sea,” and “A Sailor’s History of the U.S. Navy” (above), among others.

(An earlier version of this post appeared on Navy Reads – http://navyreads.blogspot.com. Recent posts include reviews of “Cybersecurity and Cyberwar,” “Thomas Paine: Enlightenment, Revolution, and the Birth of Modern Nations,” and “Zumwalt: The Life and Times of Admiral Elmo Russell ‘Bud’ Zumwalt, Jr.”)

 



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.

GoldenMosquebeforeIn 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.

CaslenWe 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.

MerchantWith 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.

SamarraMayorAs 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.

GoldenMosqueafterNow 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.



050125-N-8668H-021Earlier this spring, the former commanding officer of the Blue Angels was relieved of his duties as Executive Officer of Naval Base Coronado, CA, after he was found guilty at mast of “condoning crude practices on the F/A-18 flight team that led to a sexually hostile command climate.” I don’t know exactly what happened during CAPT McWherter’s second (or first, for that matter) tour as the commanding officer of the Blue Angels. Having read the Command Investigation from start to finish (available on multiple sources, but CDR Salamander has it posted on his site and it’s also available here), I am still unsure of the sequence of events and whether or not this is cause for alarm or celebration. I tried to read between the lines of the Command Investigation and failed at that too. Much of what is described sounds distinctly like regular squadron life, albeit on a more high-profile scale due to the nature of the Blue Angels.

Media reports and discussions focus on the pornography (or porn-lite as it may be), whether or not what happened was offensive, and the actions of the female members of the Blue Angels relative to the rest of the team. But those discussions miss the point, as does most of the ongoing commentary.

Having spent the majority of my Marine Corps time in a skid squadron, I think I have an idea for what gets said and done in such an environment. Skid pilots are not Blue Angels, but they are no shrinking violets either. Let’s just say my learning curve on such matters was steep. I was not offended by porn, nor was I bothered by dirty jokes, and there were plenty of both to go around. Luckily, however, I had a strong and close peer group with several amazing commanding officers. If something had felt wrong, I think that I could have spoken up with few repercussions. There were guys who were bothered by pornographic material, off-color humor, and similar things; out of respect for them others toned it down. That wasn’t the important part of squadron life, anyway, nor did it take up much of our time. What was important was whether or not you knew your job.

Pornography, sexual innuendo, et cetera, while raucously funny to some and at the right time, do not bring about unit cohesion. People don’t need porn to bond, or dirty jokes to trust each other. Humor is needed; smut, not really. Common interests and shared goals and standards, yes. Strong leaders to offer guidance versus camaraderie, yes. Giant phallic symbols on the roof? Not required. Those things are just not that important, but trust, mutual respect, and the understanding that we all have a job to do are. Creating and encouraging that kind of environment among a bunch of type-A, strong-willed pilots—or anyone, for that matter—does not require heavy doses of testosterone, porn, or raunchy humor. I belonged to some great squadrons, led by great COs, who led by example and were strong enough to stand up and do the right thing at tough times. That makes a cohesive Ready Room.

The point—regardless of the outcome of the investigation or the actual events in questions—is not that pornography, dirty jokes, and painted phalluses run rampant throughout naval aviation. It is that when a member of a unit asks others for some respect, a CO needs to take charge of the situation and lead. According to the investigation, CAPT McWherter inherited a broken, “fractured” Ready Room, and to fix it he allowed the pilots to follow the “will of the majority,” “failed to set limits,” and “returned the Ready Room to a more democratic style of leadership.” That sounds like putting the cart before the horse, and the ensuing mess suggests that it was. If people don’t trust each other, don’t respect each other, and cohesion is low, relaxing the rules and fostering overly familial relationships seems like a misstep, not leadership. Maybe that’s not really what happened, but the fact that none of the postmortem discussions note this bothers me.



How did the United States Navy achieve victory at Midway and turn the tide in the Pacific so early in World War II? An anthology from the Naval Institute Press shows the answer: Sailor ingenuity, science and skill blended with Nimitz’s wisdom and determination — along with some luck.

Other factors contributed, including miscalculations and overconfidence of Imperial Japan, whose military leaders were set on taking out “Hawaii’s sentry,” Midway Atoll. But fortune favored many of the U.S. carrier aviators who fatally damaged three enemy carriers, writes John B. Lundstrom in historian Thomas C. Hone’s “The Battle of Midway: The Naval Institute Guide to the U.S. Navy’s Greatest Victory.” Imperial Japan would lose four carriers that attacked Pearl Harbor and more than 100 of its aviators.

Lundstrom notes, “The actual sequence of events was stranger than anyone could have imagined; as [Rear Adm. Murr] Arnold wrote in 1965, it was ‘the most god-awful luckiest coordinated attack.’”

BOMcoverHone-battle-of-midwayIn “The Battle of Midway” editor Hone brings together a gifted roster of writers and leaders including Craig L. Symonds, E.B. Potter, James Schlesinger, Adm. Raymond A. Spruance, Rear Adm. Edwin T. Layton, Elliot Carlson, Mitsuo Fuchida, Masatake Okumiya, Lundstrom and Mark R. Peattie, among others.

Throughout this book of mostly essays written over a span of seven decades, Hone adds context and analysis. In his introduction to Chapter 9, “Prelude to Midway,” he explains Imperial Japan’s motive for the attack.

“The Midway operation had two central objectives. The first and more limited one was the seizure of Midway as an advance air base to facilitate early detection of enemy carrier forces operating toward the homeland from Hawaii, with the attack on the Aleutians as a diversion … The second, much broader objective was to draw out what was left of the United States Pacific Fleet so that it could be engaged and destroyed in decisive battle. Were these objectives achieved, the invasion of Hawaii itself would become possible, if not easy.”

Hone’s “The Battle of Midway” opens with Part I, which explores Nagumo’s kido butai (air fleet), presents Admiral Yamamoto from a Japanese perspective, and shows why Imperial Japan’s carrier pilots were so skilled in the first year of the war with the U.S. Navy; it was because they had already gained experience in the previous decade in China. Part II is titled “Approach to Midway” and includes a brief but powerful piece from Proceedings, “Lest We Forget: Civilian Yard Workers,” by Lt. Cmdr. Thomas J. Cutler, USN (ret.). Cutler is author of “Bluejacket’s Manual,” “A Sailor’s History of the U.S. Navy” and numerous other books.

Part III, “The Battle,” recounts the battle Kurosawa-like, from different angles and viewpoints including several from an Imperial Japanese perspective. “I Sank the Yorktown at Midway,” by Yahachi Tanabe and Joseph D. Harrington, is one provocative title. Parts IV and V deal with the aftermath of the battle, its finale and the official report by Commander-in-Chief, U.S. Pacific Fleet.

Part VI of “The Battle of Midway” explores the personalities, strategies and relationships of the commanders: Nimitz, Spruance, Nagumo, Yamato, Fletcher and Mitscher. Part VII shows how code-breaking helped provide some of the “god-awful luck” that gave U.S. Navy the edge against the enemy fleet. Editor Hone leads with an analysis of the complicated state of affairs with regard to code-breaking, and he includes an excerpt from Elliot Carlson’s excellent “Joe Rochefort’s War: The Odyssey of the Codebraker Who Outwitted Yamamoto at Midway.”

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Hone’s book concludes with Part VIII “Assessments of the Battle” and appendixes, including the USS Enterprise Action Report and Spruance’s Letter to Fletcher of June 8, 1942.

The source materials, oral histories, chronologies and analysis in “The Battle of Midway” make this book a compelling overview of the heroic battle while leaving some mysteries, fog-of-war questions, and the impact of luck as still part of the story and lessons of Midway.

An extended version of this post appears on Doughty’s Navy Reads blog, along with a recent review of Robert D. Kaplan’s “Revenge of Geography.”



Her email address was nowhining@…, a symbol of her outlook on life. Married to Paul since the early 1960s, Phyllis Galanti endured six years as a wife of a prisoner-of-war (POW) in Vietnam. But she never complained. Instead, she got busy. The “shy, retiring housewife,” as she was described by Paul at the time he left for Vietnam, later became a national advocate for the release of all our American servicemen who were held as POWs in Vietnam, as well as those service members who were missing-in-action (MIA).

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Photo by Jamie Howren

Warned by the military that speaking out publicly about their husbands’ status as POWs would result in worse treatment for them and a setback in the government’s attempts to secure the POWs’ release, wives like Phyllis were ordered to keep silent about their husbands and, for awhile, they obeyed. But after several years of inaction by the government, many of the POW and MIA wives grew tired of suffering alone. Fearing their husbands were languishing and deteriorating in prison, the women were also becoming increasingly impatient. Backed financially by Ross Perot, they banded together and decided to raise awareness of their husbands’ plights, overtly defying the military’s directives. It was a bold move and, at the time, their aggressiveness was shocking. But, encouraged by Mr. Perot and their own determination, they walked the halls of Congress and talked to anyone in the White House, the State Department and the media who would lend them an ear. Phyllis became a leader of this forceful group of women.

Addressing a joint session of the Virginia General Assembly, facing down Henry Kissinger, and traveling the world to meet with the North Vietnamese and keep the pressure on the peace negotiations, Phyllis became an outspoken advocate for all the POWs. She was tireless. She never gave up and never lost the faith. More than six years after Paul was shot down and incarcerated at the infamous Hanoi Hilton, he was finally released on February 12, 1973 – 2,432 days after his capture. Four decades later, the wives and their campaign are widely credited with influencing the Paris peace negotiations and securing their husbands’ freedom. That shy, retiring housewife had been replaced with a steely advocate for change. As Kissinger later said to Paul in his thick German accent, “Your vife, she gave me so much trouble.” Paul was so proud.

Statuesque, poised and calm, Phyllis was not easily excitable. She had a softness about her that was disarming. It started with her full head of spun-silver hair, punctuated by a large, sunny grin that filled her fair-skinned face and lit up her blue eyes. She exuded Southern charm, warmth, and class. And she had the patience of an oyster.

Their emotional reunion was captured on the cover of Newsweek magazine and their story had a happy ending: Paul finished out a successful Navy career and is now the Commissioner of the Virginia Department of Veterans Services. They had two sons and three grandchildren. They continued to serve in the community of their adopted home of Richmond, Virginia, through extensive volunteer work – especially at the Virginia War Memorial, which named its new education center after the couple. They were enjoying their golden years. And, then, Phyllis became ill and died very suddenly last week. I’m sure she would say that she had no regrets in her life – except for perhaps more time with Paul and her children and grandchildren.

Einstein was quoted as saying, “In the service of life, sacrifice becomes grace.” Phyllis sacrificed greatly for Paul and her country, but she won her war, and she exited this world quietly and full of grace.

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Taylor Baldwin Kiland is the author of two books about Vietnam POWs.



Posted by admin in Aviation, History, Navy | 1 Comment
Please join us for Midrats Episode 223: 12 Carriers and 3 Hubs with Bryan McGrath on Sunday 13 April 2014 at 5pm (EDT).

“Where are the carriers?” Regardless of the writing, talking, and pontificating about “Why the carriers?” – when there is a real world crisis – leaders still ask, “Where are the carriers.”

Since we waived the requirement for a floor of 11, we have drifted to the new normal of 10 CVNs – without dedicated additional funding, even 10 isn’t an accurate number. With one undergoing nuclear refueling – you really have 9. Knowing what it takes to deploy, train, maintain and all other preparations – in normal times we require 9 carriers to make three available now – if you are lucky. If you have an emergency that requires multiple carriers on station – you can run out of options very fast, and the calendar gets very short.

Surge? If, as Rear Admiral Thomas Moore said last year, “We’re an 11-carrier Navy in a 15-carrier world.” – what risk are we taking with 9 carriers that can get underway?

Our guest for the full hour to discuss this and more will be Bryan McGrath, CDR, USN (Ret.), Managing Director of The FerryBridge Group. We will use as a basis for our discussion the article he co-authored with the American Enterprise Institute’s Mackenzie Eaglen, America’s Navy needs 12 carriers and 3 hubs.

Join us live at 5pm on the 13th or pick the show up later by clicking here.

If you are feeling daring, you can even join us in the chat room.



seacontrolemblemFor the inaugural edition of Sea Control’s “East Atlantic” series, Alexander Clarke brings on Steve George, former engineer with the F-35 program and Royal Navy veteran to discuss the challenges and misconceptions of the F-35 program. Remember, subscribe on iTunes or Stitcher Stream Radio. Leave a comment and five stars!

DOWNLOAD: Sea Control 28 (East Atlantic) -The F-35

Tune in next week for our interview with Erik Prince!



admiral-moffettIn trying to come to a better understanding of what the CNO’s Rapid Innovation Cell should be, I came across at old (from 1988! ) essay written by Stephen Rosen titled New Ways of War: Understanding Military Innovation (h/t Adam Elkus for the lead on it). Rosen’s essay details the full evolution of innovation, what innovation is as a process, and how ‘disruptive thinking’ is only the first step and is not innovation in and of itself. Innovation doesn’t truly take hold until the intellectual, technical, and political aspects of the new idea has matured. While the tempo of technological change can be breathtaking, institutional changes in the service still have a tempo that iterates at a generational pace. For Rosen, innovation is not complete until an innovation has been fully developed into doctrine and operational paradigm. In other words, only once the disruption from new ways of thinking has dissipated can the innovation process be considered complete.

The organizational struggle that leads to innovation often involves the creation of a new path to senior ranks so that a new officer learning and practicing the new way of war will not be hunted aside into a dead-end speciality that does not qualify him for flag rank.

Rosen frames military innovation in terms of there actually being three struggles: intellectual, political, and technological. He observes this in three case studies. However, in my remarks here, I shall only stick with one of the examples: development of carrier warfare by the USN.

Rosen pays special attention to how Rear Admiral Moffett performed his duties as the first Chief of the Bureau of Aeronautics. Rosen accounts how at first, aviators objected to the notion of a battleship sailor being chosen to lead the newly minted BuAer. However, they would come to find that it was Moffett’s ability to wage the political struggle, and his ability to articulate the role of the carrier in warfare – in a manner that met the evolving nature of the intellectual struggle – that warranted his selection. As Rosen states

The intellectual redefinition of naval warfare from combat among battleships to the development of mobile air bases at sea would have been futile if the political struggle for power within the officer corps in the Navy had not been fought and won by Moffett and his allies.

Technology alone doesn’t cause innovation, nor does it usher in a new way of war, neither does a good idea make it very far if the champion of that idea can’t help foster institutional change. Rosen cites the efforts of Moffet and so many others as having taken 24 years from the general board first considering naval aviation in 1919 to fruition with the publication of PAC-10 in 1943. A truly generational effort, that saw not just the technology of naval aviation develop, but the aviation career field take its initial shape, and the political structure of the officer corps evolve and the wider community adjust accordingly.

Rosen had to chose for his case studies large and significant shifts that do not often occur in militaries. Where the Navy finds itself today doesn’t nearly parallel the example of the development of naval aviation. However, this is not to say that there are no lessons to be gleaned from it, especially in regards to the intellectual and political struggles within the Navy.

People, ideas, hardware… In that order! — Col. John Boyd, USAF (ret)

Boyd was more right than he realized. Not only is that the order of importance for military leaders, it’s also the order what is the hardest to improve, and once improved that is the order which has the greatest impact. As well, it is the evolution of all three aspects that are required for innovation in the military.



140305-N-LE543-054Judging from the comments on social media and the notes I have received from active and retired shipmates, the buzz surrounding CDR Guy Snodgrass’ “Keep a Weather Eye on the Horizon” is real and I’m encouraged to see it. It’s no surprise why this paper has become a topic of discussion in wardrooms and ready rooms around the fleet, and passed electronically across warfare communities.

Our Navy has a proud tradition of professional discourse, and this excellent paper lies squarely in that mold. Good arguments are typically dual-edged – one side passion, the other logic. Guy’s passion is evident and it appears many of you share it. More than that, he understands complete loyalty means complete honesty, and I know - personally – that he wrote this paper only to help make our institution better. It already has. Top naval leaders are aware of several of the issues he touches on. Many are being studied, budgeted for, or in the early stages of implementation. Others give us pause.

I share many of the concerns and have similar questions to those detailed in Guy’s paper. A quick example – many of you have heard me on the road talk about how BUPERS (being self-critical) historically “swings behind the pitch”, unable to nimbly react to economic and early stage retention issues. It’s not neglect, good people here trying to do the best they can with limited tools, but the fact is it has cost us in both good people and money. We have to do better, and I must say that this discourse helps.

We’ve all been JO’s and yes we can also fall victim to forgetting what it was like, but this is also the power of discourse. The idea that there is a perception that operational command is not valued and there is an erosion of trust in senior leadership bothers me…I want to hear more, learn more from you.

Fostering an environment where folks feel empowered to share their thoughts on important issues is a core responsibility of leadership. Ideas, good and bad, have no rank. Yet the discourse can’t just stop there. We need thoughtful debate on how to solve problems, not just an articulate accounting of what’s wrong and who’s at fault. We need leaders willing to offer new and innovative solutions to problems that at times appear impossible or hopeless. Those kind of leaders inspire all of us to continue serving men and women in our charge.

Guy has set an example for one way to ensure thoughtful debate has a voice. Please push your ideas forward — write about them, talk about them with your Sailors, up and down the chain of command. This is the only way we will overcome the challenges ahead of us – together.



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2014 Information Domination Essay Contest