Archive for the 'Aviation' Category
“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.
For 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!
Tune in next week for our interview with Erik Prince!
In 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.
Judging 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.
Please join us at 5pm (Eastern U.S. Daylight Savings time), Sunday March 9, 2014, for Episode 218: Abolishing of the USAF, with Robert M. Farley :
In concept, execution, and ability to effectively provide its part of the national defense infrastructure, has a separate Air Force served this nation well, and does it make sense to keep it a separate service?
Our guest this week makes the case that the experiment in a
separate US Air Force is over, and it has failed. Though we need airpower, we don’t need a separate service to provide it.
With us for the full hour will be Professor Robert M. Farley, PhD, author of the book being released 11 March, Grounded: The Case for Abolishing the United States Air Force.
Rob teaches defense and security courses at the Patterson School of Diplomacy at the University of Kentucky. He blogs at InformationDissemination and LawyersGunsAndMoney.
Join us live or pick the show up for later listening by clicking here.
In a piece in mid-December, the web site NavalDrones detailed the U.S. Navy’s solicitation for an unmmaned aerial vehicle (UAV) that incorporates Magnetic Anomaly Detector (MAD) sensors. As the article notes, this capability is useful for finding submarines as it “detects changes in the earth’s magnetic field caused by a large metal object,” such as yon u-boat. What is perhaps most interesting about the solicitation is that it calls for the UAVs to be expendable and launched from a P-8A Poseidon aircraft.
The concept of aerial motherhips is by no means new – one only need look back to the glory days of zeppelins with biplane detachments, or to the helicarrier in the recent movie The Avengers to get a sense of the breadth of idea. And the solicitation for the Poseidon doesn’t mark the first go at aircraft-launched UAVs:
In 2009, an expendable sonobuoy tube-launched UAV called Coyote was tested out a NOAA’s WP-3D Orion under an Office of Naval Research. A less successful small business grant was awarded to Lite Machines to modify its Voyeur UAV for sonochute launch.
Despite this, more attention is focused on surface and subsurface vessels playing the roles of motherships than aerial drone motherships. DARPA caused a stir earlier in 2013 by announcing the start of a UUV mothership program, named in a not-at-all-sinister fashion “Hydra,” that would be capable of launching embarked UAVs and UUVs, while Coastal Riverine Group-1 received the manned Coastal Command Boat UUV-launching mothership. Elsewhere, debate and intellectual energy is starting to explore the interplay of manned, unmanned, and autonomous aircraft and the tactical possibilities their combinations can provide.
Less attention has been paid to aerial motherships as the constant and exploring the pros and cons of using any of the following as variables:
1. The mission sets of the UAVs and how they would interact with other platforms.
2. Launching non-expendable UAVs.
3. Launching USVs or UUVs.
4. Motherships that are purpose-built (as opposed to ad-hoc such as the Poseidon).
5. Motherships that are themselves unmanned or autonomous.
6. Lighter-than-air (e.g. blimp) craft vs propeller or jet craft.
In many of these combinations the pros will be outweighed by the cons, but it’s possible there are some winning, creative combos worth discovering. An upcoming issue week at CIMSEC will be dedicated to naval drone concepts and tactics. In the latter I hope to explore these variables in more detail. As I’ve likely missed some salient points I look forward to incorporating your feedback.
This article appeared in its original form and was cross-posted by permission from CIMSEC’s NextWar blog.
CDR Salamander joins Matt and Grant for a podcast on writing as a member of the military, anonymity, and some sacred cows military planners hold dear: benefits, high-end systems, equal budgeting, etc… Join us for Episode 8, Sacred Cows and Amphibians (Download).
Articles from Sacred Cows Week:
Quantity over Quality (Michael Madrid)
Holy Bovine, Batman! Sacred Sailors! (Matt McLaughlin)
American Defense Policy: 8 Reality Checks (Martin Skold)
Ain’t Ready for Marines Yet? The Sacred Cow of British Army Organization (Alex Blackford)
SSBN(X): Sacred Cow for a Reason (Grant Greenwell)
Why the United States Should Merge Its Ground Forces (Jeong Lee)
Sacred Cow: Military Pay and Benefits By the Numbers (Richard Mosier)
Sea Control comes out every Monday. Don’t forget to subscribe on Itunes and Xbox Music!
Godspeed Commander Carpenter
In his Aurora 7 spacecraft on 24 May 1962, one of the original Mercury 7 space pioneers became the second American to orbit the Earth. After a rather rocky flight, overshooting his splashdown target by 250 miles, he was assigned to monitor the design and development of the lunar module for the Apollo project. He then took leave from the space program in the spring of 1965 to serve as an aquanaut in the U.S. Navy’s SeaLab II project, spending 30 days 205 feet below the surface off the coast of La Jolla, California. “The first person to explore both of humanity’s great remaining frontiers” talked recently withNaval History editor Fred L. Schultz between sessions of a Naval Forces Under the Sea symposium sponsored by the Office of Naval Research and the U.S. Naval Academy.
Naval History : I’ll start with the inevitable question. How would you compare deep-sea exploration to space flight?
Carpenter : In the near term, and maybe for an extended term, deep-sea exploration is much more important. In the long term, space is the last frontier. But in the near term, the ocean needs better attention and a clearer understanding. And that’s what we are trying to achieve. It used to be that deep-sea exploration was primarily a defense-oriented project. In a way, it’s still defense-oriented; but we’re trying to defend the planet now, instead of just this country.
Naval History : How important is public appreciation of what SeaLab accomplished, even though we’re not doing the same things anymore?
Carpenter : Right. We’re not doing it anymore. And I can’t tell you how important it is. But I do feel comfortable saying it’s more important than we realize. I have such an unbounded respect for the value of new knowledge, new truths. And that’s what we’re still trying to do, at all levels. I think it’s vitally important for our ultimate survival.
Naval History : So you think deep-sea exploration is more important than the International Space Station, for instance?
Carpenter : I’ve always objected to having the two modes of exploration appear as competitive. I think they are complementary. And we’re learning, from all of these experiments, more about where we are and who we are and where we’re going. That sounds highfalutin, but it is all in an attempt to gain new knowledge, which is our salvation.
Naval History : Explain, if you would, the function of the SeaLab program.
Carpenter : In order to understand the ocean and the sea floor and life in the ocean, you have to spend time there. The deeper you go, the harder it is to spend time because of the diver’s albatross, which is decompression. The goal was to provide a pressurized habitat on the ocean floor for a deep-sea diver—one where he could enter the water freely, work as long as possible, and come back and eat and get warm and sleep without paying the decompression penalty. That’s a major advance in our ability to gain new knowledge from the ocean floor. And that’s what SeaLab was.
It was postulated by [Captain] George Bond [U.S. Navy (Retired)], who was behind all of the early work done by Jacques Yves Cousteau, which drew interest from the United States. It came from U.S. Navy work at the hands of George Bond. [See Captain Bond's book, Papa Topside (Annapolis, MD: Naval Institute Press, 1993).] It just says that if a man in a high-pressure environment is in equilibrium with the pressure of the water outside, the longer he stays at that depth, the longer he must decompress—up to 24 hours, when his blood becomes saturated with the breathing atmosphere mix. After 24 hours, he can stay for 24 weeks and still need only the same decompression time. So it makes divers much more efficient in water. And that’s what SeaLab proved.
Naval History : So SeaLab was more for diver efficiency than, perhaps, colonizing the ocean floor at some point?
Carpenter : Well, one leads to the other. I don’t really see a need, at this time, for residential communities on the ocean floor; maybe one day industrial communities, but that’s a long way down the road. But increased freedom in the deep ocean is valuable right now, and that’s what we developed in SeaLab.
Naval History : In hindsight, how do you think SeaLab would be today, if it had been sustained, rather than canceled?
Carpenter : We would have discovered the same things we have discovered in the chambers of the experimental diving unit. We’ve run up against a brick wall because of this physiological limit of 2,000 feet. We can’t really live and work at depths greater than 2,000 feet. And it’s not clearly understood why.
You know, in the SeaLab II film, the narrator makes a statement something like—I’ll paraphrase—”who knows, perhaps in some years we will be diving out of a sea lab at 20,000 feet.” We all thought we were on an open-ended experiment that would go deeper and deeper as soon as we built the technology. We didn’t know at that time that we had a physiological limit at 2,000 feet. So we’re locked out of deeper water until the medics can figure out how to handle that.
Naval History : In light of the USS Greeneville (SSN-772) accident, how
important are visits to Navy ships and submarines to the Navy?
Carpenter : I think they are important, and I don’t think we should do without them. We can, but I don’t think we should. In light of the Greeneville episode, they must be more carefully monitored. I think we might have to be more selective about what we do while there are civilians on board; or maybe just monitor the whole thing more closely. That was human failure spread out all along the line. The whole thing, I think, needs to be reevaluated, but not discontinued.
Naval History : Which were you more interested in—flying or going deep?
Carpenter : My first interest was flying. I was inspired by the very popular war [World War II]. But that led to a fascination for the ocean, mainly because when I started flying for the Navy, I was in Hawaii and got acquainted with the coral reef, skin diving, and spear fishing. And I’d read everything that Cousteau had written and seen all he had produced on film. That was my second love. I am still fascinated by the underwater world. It has a fascination for me of a type that the atmosphere and space do not. But they’re both addictive.
This month’s Proceedings article titled “Naval Aviation’s Transition Starts With Why” by LCDR Guy Snodgrass is a fantastic article laying out the upcoming “tech refresh,” so to speak, of naval aviation assets that will soon be fielded, specifically noting a unique philosophical change: the shift from fielding purpose built Cold-War era assets to procuring modular payload-based assets that allow for multi-mission capability, and the flexibility to adapt to new missions. One aspect of his article is particularly noteworthy because it hints of something bigger: the Navy will deliver effects within and across domains. This is important. With aviation principally shifting from purpose-built to multi-mission payload-centric assets, the Navy can explore new and unique ways to deliver effects that otherwise would have been very expensive to implement.
LCDR Snodgrass’ article specifically articulates why Navy’s mindset has changed, and it suggests that the old mindset of designing platforms will become irrelevant prior to using up the useful life of an asset. This shift resulted in the procurement of assets that can remain relevant throughout their entire lifecycle without major redesigns via a Payload-Centric architecture. This means that with limited redesign of systems, assets can be repurposed. This has led to multi-mission platforms that can adapt to emerging missions.
(Note: This article appeared at RealClearDefense and is cross-posted by permission.)
On August 18th South Korea selected Boeing’s F-15SE Silent Eagle as the sole candidate for Phase III of its Fighter eXperimental Project (F-X) over Lockheed Martin’s F-35A and the Eurofighter Typhoon. The decision has drawn vociferous criticism from defense experts who fear the selection of F-15SE may not provide the South Korean military with the sufficient Required Operational Capabilities (ROCs) to counterbalance Japan and China’s acquisition of 5th generation stealth fighters.
In hindsight, Zachary Keck of The Diplomat believes that Republic of Korea’s (ROK)preference for the F-15SE over two other competitors was “unsurprising.” After all, Boeing won the previous two fighter competitions with its F-15-K jet. In 2002 and 2008, South Korea bought a total of 61 F-15K jets from Boeing. South Korea’s predilection for the F-15SE is understandable given its 85% platform compatibility with the existing F-15Ks.
However, the most convincing explanation seems to be the fear of “structural disarmament” of the ROK Air Force should it choose to buy yet another batch of expensive fighters to replace the aging F-4 Phantom and F-5 Tiger fighters. Simply stated, the more advanced the fighter jet, the more costly it is. The more expensive the jet, the fewer the South Korean military can purchase. The fewer stealth fighters purchased, the smaller the ROK Air Force.