Archive for the 'Innovation' Category
Please join us on Sunday 29 March 2015 at 5pm, EDT for Midrats Episode 273: Partnership, Influence, Presence and the role of the MSC:
This week we will return to the “unsexy but important” topic, specifically that of “alternative naval platforms and missions.”
In part, the concepts that underlay Jerry Hendrix’s “Influence Squadrons” are in practice on a smaller scale today. In most cases they are being conducted using Military Sealift Command assets and the Navy Reserve.
To focus on this part of our maritime power, our guest for the full hour will be Commander Chris Rawley, USNR. President of Periplus Holdings in his day job, he is also Commanding Officer of the Military Sealift Command Afloat Mission Command and Control Units in the Navy Reserve, in addition to being Vice President of the Center for International Maritime Security.
What are the intellectual responsibilities of the naval professional? What is the canon sound thought in the maritime realm is based?
Historically, what has been done, what has worked, and what should we be doing? Should the naval professional just focus on his narrow area of expertise, or does he need to have a more interdisciplinary approach to his intellectual development?
Our guest to discuss this and more for the full hour will be William M. Beasley, Jr., associate attorney with Phelps Dunbar, LLP in Mississippi. He graduated Phi Beta Kappa from the University of Mississippi with a BA and MA in history where his graduate thesis examined the impact of popular culture, inter-service rivalry, civil-military relations, strategic planning, and defense unification on the “Revolt of the Admirals” of 1949.
Mr. Beasley received his JD from the University of Mississippi School of Law, where he served on the editorial board of the Mississippi Law Journal. Prior to joining Phelps Dunbar, Mr. Beasley worked as a research consultant with the Potomac Institute in Arlington, Virginia. He is a member of the Center for International Maritime Security (CIMSEC) and his work on maritime history and security has appeared in Proceedings, The Strategy Bridge, and USNI Blog.
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.
Following the end of the Second World War, Captain B.B. Wygant felt that the United States Navy needed a reminder of the great men of its past. With so much valor and accomplishment during the war in the Pacific, and on the European front, he appeared to fear that important historical examples of naval professionalism might be lost.
There was one man, above all others, that he felt the next generation of officers needed to be aware of: Admiral William Sims. He wrote an article that was published in Proceedings in 1951 entitled “Admiral Sims As I Knew Him,” where he reminisced of his personal experience serving under Sims and the stories that circulated in the fleet during his years in uniform.
For more than two decades William S. Sims was at the forefront of naval affairs. From the revolution in naval gunnery to his development of torpedo boat and destroyer operations, he was a central figure in preparing the U.S. Navy for World War I. During the war, he served as the senior naval commander in Europe and was instrumental in the establishment of the convoy system. Following the war his leadership as president of the Naval War College established the foundation of the creative and innovative Navy that developed the operating concepts for submarines and aircraft carriers leading up to World War II.
Below are excerpts from Wygant’s article. For USNI members who want to read the original, with a multitude of sea stories and leadership lessons, it can be found in full in the Proceedings Digitization Project.
By 1903 I had been detached from the Kearsarge and was a division officer on board a gunboat with four inch guns. At the time that Sims came on board we were engaged in the process of substituting human hair for the coarse metal wires that had been supplied in the telescopes. He took as much interest in that procedure as if it had concerned the telescopes of a turret in a battleship. In the conferences that were held to discuss gunnery matters he encouraged the younger officers to speak out and not to be tongue tied in the presence of their seniors.
He was liberal minded in other things as well. One day while walking in the countryside near Newport, he told me something of his experiences while serving as Naval Attaché in Paris and St. Petersburg. When asked about life in the Russian capital during the gay season, he remarked that he avoided social activities as much as possible because Russian society was extremely corrupt and the treatment of the lower classes was revolting to him. “Had I been a Russian I might have been a Nihilist,” he added jokingly.
Later he had command of the Atlantic Destroyer Flotilla, and it was in this latter position in particular that his characteristic methods were brought into play. Frequent conferences were held in which all were encouraged to be outspoken and decisions were arrived at after free discussion. Sims was never a great advocate of “spit and polish” but was immensely concerned with getting things done. In May 1917 when the second group of our destroyers arrived in Queenstown for antisubmarine operations the Admiral came on board the destroyer Tucker to ascertain how we had stood the trip. After looking about and asking a vew questions he requested a boat to take him ashore, having dismissed the familiar green barge on his coming aboard. A boat was called away and while I explained that there had not been time to shine the brightwork since our rather rough passage he interrupted, “Will the boat run?” When I replied that it would, he said, “What is it for?” The thing that mattered was not the appearance of the boat but its ability to carry out its mission.
Sims had the ability, essential to a naval officer, of making decisions and making them quickly if necessary. He expected the same of those under him. There are several versions of a story which illustrates this characteristic. The captain of a destroyer on his way from Newport to Charleston sent this dispatch to Sims, whose flagship was anchored in Chesapeake Bay. “My starboard engine is disabled, shall I continue to Charleston under one engine or put in to Lynnhaven Roads and effect repairs?” Promptly came the answer from Sims, “Yes.” The puzzled skipper sent another dispatch saying he did not understand and repeated his original query. This time, equally promptly came the reply, “No.” I once intercepted a message from Sims to one of his destroyer captains tersely instructing the officer, “Don’t ask questions, act.”
Sims’ willingness to permit the exercise of initiative by the man on the spot was noteworthy, as was also the extent to which he decentralized administration at a time when such practice was somewhat new in the service. I have a letter from him in this connection in which he wrote as follows: “Decentralization was of course bound to come with experience. Probably you do not know to what extent. Here is an example from before your time: I was closely associated with a C-in-C … who opened all the flagship mail, wrote all the endorsements … in his own hand, had all signals brought to him, wrote the answers himself, and allowed nothing to be done without reference to him. And he was immensely proud of his achievement!”
An example of Sims’ tendency to reduce things to their essentials is his definition of a destroyer in an attack against capital ships. “A destroyer is a projectile and the Captain is the fuse.”
His life was largely spent in uncovering deficiencies and smashing idols, but while deprecating his tendency to overstatement and his occasional inability to make clear his point of view, I feel that to him more than to any other single person belongs the credit for the efficiency which the U. S. Navy demonstrated during the Second World War.
Readers interested in the writing, thinking, and professionalism of William Sims can read some of his essays and articles, with introductions, in “21st Century Sims: Innovation, Education, and Leadership for the Modern Era.”
Recent writing by Lieutenants Misso and O’Keefe here at USNI Blog, with their call for JO’s to “stick their neck out,” as well as contributions from Lieutenant Hipple and Major Byerly at FP’s Best Defense Blog, has forwarded a vital challenge. The call for Sailors and Marines, as well as our brothers and sisters from the other services, to become active participants in the debates of the 21st century has come and gone a number of times across our history. Recently Senior Chief Murphy wrote about it from an NCO’s perspective in his Proceedings commentary “A Pseudo-Intellectual Wanna-be” in the March 2013 issue. Two months later former Army officer Jason Fritz wrote about it, also at FP’s Best Defense. Claude Berube has given us the long view of our naval history when it comes to debating new ideas with his writing on the Naval Lyceum of a century and a half ago.
On February 15th the Naval Institute Press will release the new book “21st Century Sims: Innovation, Education, and Leadership for the Modern Era.” The collection includes LCDR William Sims article “The Inherent Tactical Qualities of All-Big-Gun, One Calibre Battleships” which was seen in Proceedings in 1906. I wrote the following for Proceedings’ May 2013 issue, which offers a preview and an example of why our military services need junior officers and upstart thinkers to challenge the status quo and engage in professional writing.
Now Hear This – “If We Are to Remain A World Power…”
When the latest issue of Proceedings arrived in June 1906, Naval Institute members and the American people heard from a renowned global expert, a retired naval officer whose pen had been quiet for some months. His name was Alfred Thayer Mahan. His article, “Reflections, Historic and Other, Suggested by the Battle of the Japan Sea,” derived from the recent Russo-Japanese naval war lessons for U.S. fleet design and battleship construction. Just a few years away from Great Britain’s launch of HMS Dreadnought , which would revolutionize ship design by bringing speed together with an all-big-gun main battery, Mahan advocated for smaller and more numerous ships with mixed batteries of different calibers. As the leading naval expert, Mahan’s articles were voraciously read worldwide, and his analysis matched well with the “Big Navy” party line.
The U.S. Naval Institute, then as today, was a members’ organization. It didn’t exist for the sake of itself, but to share ideas and debate the future of the Sea Services. A naval arms race was developing in Europe; after the U.S. victory in the Spanish-American War, the nation stepped onto the global stage as a naval power. A year away from the Great White Fleet sailing around the world, the USNI members understood that their ideas, innovations, and wisdom mattered. Even though many considered Mahan the greatest living navalist and a strategic genius, he was not impervious to challenges from Naval Institute members.
In the December issue of Proceedings, a member responded to Mahan’s assertions. The article didn’t come from a civilian contractor who was building the next set of battleships, or from an academic expert who made his living advising politicians. The response came from an upstart lieutenant commander on staff duty in Washington, D.C. Then-Commander Mahan had once written him up for being disorderly at the Naval Academy as a first-class midshipman. Lieutenant Commander William Sims’ article “The Inherent Tactical Qualities of All-Big-Gun, One Calibre Battleships” dissected and refuted Mahan’s arguments. He argued that “if we are to remain a world power,” the large, fast, heavily gunned battleship was the future of naval warfare.
President Theodore Roosevelt read with great interest the exchange between the renowned, retired officer and the active-duty staff officer. The articles were republished in public-affairs magazines and entered into the record during debate on the floor of the Senate. The names of two great officers and naval thinkers make the story interesting, but it was the mission and membership of the Naval Institute that made it possible. The exchange didn’t happen in the pages of The Atlantic or Harper’s. It happened in Proceedings. Both men were USNI members and understood that ensuring the future of their Navy required discussion, debate, and participation of the membership.
In the case of battleship design, the lieutenant commander won the debate. After studying the response and new information about the Pacific battles, Mahan admitted that his argument didn’t stand up. Nevertheless, his expertise and experience as a retired naval officer-turned-civilian expert was central to the development of the future Fleet, as was his willingness to debate an upstart like Sims. The Royal Navy launched HMS Dreadnought before the United States could put its first large, fast, heavily gunned battleship to sea. But we weren’t far behind, because the ideas had already been debated in Proceedings.
In the first decade of the 1900s, the United States was fighting a counterinsurgency war in the Philippines. An Asian power, the Empire of Japan, was rising to become a major economic and military force, rapidly building up its navy. USNI members faced shifting alliances and adversaries, new technologies, tactical innovation, and globalized economics. These challenges should sound familiar today. We need the expertise and experience of our senior members to keep us from repeating past mistakes. We also require the exciting and innovative ideas of new, younger members, junior officers and enlisted personnel, to propel the discussion and debate forward.
The pages of Proceedings (and USNI Blog!) need your well-developed research, thoughtful articles, and best ideas to ensure that we continue the vital debate in the 21st century. To provide an independent forum to advance the professional, literary, and scientific understanding of sea power and national defense, we must first have those who dare to read, think, speak, and write. The U.S. Naval Institute is a members’ organization—help us continue the debate!
For those who have seen the Great Carrier Debate between Jerry Hendrix and Bryan McGrath, one thing was clear – both gentlemen had only scratched the surface of their thoughts on the topic.
At about the same time, the concept of “distributed lethality” had seeped its way in to the conversation. To examine both topics and to review the national security issues you should expect to see in 2015 will be returning guest, Bryan McGrath.
Bryan McGrath is the founding Managing Director of The FerryBridge Group LLC (FBG), a niche consultancy specializing in naval and national security issues, including national and military strategy, strategic planning, executive communications, strategic communications and emerging technologies.
Prior to starting FBG, Bryan founded a national security consulting line of business for Delex Systems, where he directly supported a number of senior clients in the Navy and the Army. Additionally, he provided critical insight on Navy policy and acquisition preferences to commercial clients, including major defense contractors and small technology firms negotiating the “post-earmarks” era.
A retired Naval Officer, Bryan spent 21 years on active duty including a tour in command of USS BULKELEY (DDG 84), a guided-missile destroyer homeported in Norfolk, Virginia.
In his spare time, Bryan is a well-published commentator in the fields of national and maritime strategy, with policy papers published at major think tanks, and articles placed in nationally marketed periodicals. He is a frequent panelist at symposia that deal with naval issues and is frequently quoted by major press organizations.
Bryan earned a BA in History from the University of Virginia in 1987, and an MA in Political Science (Congressional Studies) from The Catholic University of America. He is a graduate of the Naval War College.
“Let us dare to read, think, speak, and write.”
-President John Adams
If John Adams were a junior officer in the Navy today, his admonition to his fellow officers might read something like this:
Let us [not] dare to read [lest my own beliefs be challenged], think [lest my perceived truths be shown as falsehoods] , speak [lest my commanding officer notice me], and write [lest my FITREP result in an MP].
As junior officers, we recognize this attitude in ourselves, our peers, and our superiors. Yet if today’s junior officer is to have any lasting legacy on the Navy or Marine Corps, it will be by recognizing and acting upon an essential truth:
The health of the service is more important than your career.
We need junior officers willing to stick their necks out and write. Our service and our country are dealing with serious challenges, many of which may have non-traditional solutions. This generation of junior officers will be judged for our courage to stand up and work to solve those problems. The nation can no longer afford our silence.
At the turn of the 20th century, a young naval gunnery officer couldn’t get anybody to listen to his revolutionary ideas on gunnery. Unwilling to be silenced, he stuck his neck out. In what he later termed “the rankest kind of insubordination,” he wrote a letter to President Theodore Roosevelt. This young officer, William Sims, would later use the pages of Proceedings to challenge his peers to be wary of the dangers of a lack of innovation or honest introspection, asking, “which of us will be quoted in the future as example of dangerous conservatism?”
In 1894, another author wrote scathingly about the lack of introspection in the British Empire’s naval culture. The parallels to today are striking: the world’s dominant maritime power for three generations, unchallenged in might but facing an increasingly complex and globalized world. Entitled “The Children of Nelson” and reprinted in the pages of Proceedings, the article lambasts British naval leadership, saying:
“The Admiralty … sternly refuses to permit junior officers to write or speak on questions of speculative strategy and other subjects which involve neither criticism of things that are, nor betrayal of official secrets. Junior officers are thus restrained in their usefulness and discouraged in their legitimate professional ambitions; and the impression has taken root amongst them that the man who endeavors to elbow his way out of the crowd, to bring forward a new theory, or to do any kind of serviceable work beyond the minimum which his position requires of him, is a fool for his pains… Thus discouraged on all hands, the British naval officer, with a few brilliant exceptions, resigns himself to living and moving in deep and well-worn grooves. He thinks little; he speculates less; he almost fails to realize, save in a dull and general way, that some day the storm of battle will again rage around him, and that he will be expected, by an unreasonable country, to repeat the triumphs of his ancestors.”
One hundred years later, the US Navy seems to have institutionalized and incentivized intellectual conformity in both strategy and policy through a culture that discourages professional intellectual dissent in favor of promotability. Navy Captain Jay Avella said it best in 1997 when he wrote, again in Proceedings, that the problem, “is about the culture change that seems to be pervading the sea service—a change that says, ‘don’t rock the boat, it will cost you your career.’”
The US Navy is in a perplexing situation: we pay lip service to buzzwords such as “innovation” and “transformation,” but will only act if ideas don’t upset entrenched interests or institutional inertia. Nevertheless, junior officers today are the scions of generations of transformative men and women who came before us—those like Mahan, Sims, and countless others. These officers never accepted the status quo just because “it’s the way we’ve always done things.”
As organizations such as naval aviation’s Tailhook Association prepare to name 2015 the “Year of the Junior Officer,” it is important for the thousands of junior officers in the Navy and Marine Corps to engage in some serious introspection. What will be our enduring mark on our service?
From a rank and file perspective, junior officers can drive change in their divisions and departments, and if lucky with supportive commanding officers, within their ships, submarines and squadrons. But what ultimately set Sims apart from many junior officers who have driven innovation on the deckplates was that he wrote about it. Had Sims not put pen to paper, unrelentingly, institutional change might never have happened. Today, we must pick up our tablets and laptops, just as those before picked up their pens and typewriters, and write, regardless of the pressures on our careers.
There is a disturbing trend among some that equates intellectual dissent with outright insubordination and disrespect. One recent Proceedings article went so far as to suggest that today’s millennial generation is derelict in their adherence to time-honored naval customs and courtesies, simply for asking “Why?” This belief blithely ignores examples like William Sims, that show us one of the most time-honored naval traditions is that of innovation driven by the junior officer ranks challenging the status quo.
Again, this sentiment is not new; one need only consult Alfred Thayer Mahan’s FITREPs to appreciate its longevity. CDR Rich LeBron, Commanding Officer of the USS Benfold, put it this way: “In this vertically stratified setting, the boss can find isolation behind the closed door of authority and good ideas can be transmuted, crushed, or simply dismissed on their way to the top as spirits and morale are driven into the ground.” Today’s navy, facing a staggering array of complex geopolitical, fiscal and technical challenges, cannot afford to keep thinking that all the answers reside with senior leadership.
Yet we cannot wholly blame a cessation of intellectual development on this entrenched culture; fault lies within the junior officer corps as well. Writing is hard, and quite often, after a long day aboard ship or in a cockpit, the last thing we wish to embark on is a quest to articulate on paper a problem and solution that we would simply prefer to move past. It forces us to defend our ideas, to take a stand, and perhaps even to be wrong. But it is a duty that lies squarely on our shoulders, and we must rise to the occasion.
At the junior officer level, we have a responsibility not just to put complaints to paper, but to constructively identify issues or highlight positives, defend our views and promulgate solutions. This improves our professional knowledge, and enables senior leadership to take their pens to paper to engage in dialogue where we can actually leverage and learn from their experience. Simultaneously, it is particularly important for naval leadership to closely examine the quality and content of their own writing, because we as junior officers look to them to provide for both context and inspiration.
Some junior officers are already making positive contributions to our great naval debates. Through projects such as the Defense Entrepreneur’s Forum (DEF), Center for International Maritime Security (CIMSEC), and CNO’s Rapid Innovation Cell (CRIC), junior officers write, share ideas, and set the tone on issues from future ship design and innovative apps to geopolitics and strategy. Yet more is required — we must fight to forge a culture of writing without trepidation, establishing a groundswell of professional discussion in our service.
Furthermore, we do not simply need more people writing – we need more people writing about the issues that matter. Somewhere along the line, much of naval writing, even in the pages of Proceedings, has devolved to a bland party line. Writing must incorporate substance.
Importantly, we should not solely focus on writing the “next big article,” but also on inscribing in record the grassroots innovation and effective procedures observed and implemented in our divisions and squadrons. We have nearly ceased discussion of the important, often mundane issues and ideas of daily naval life: strategy, operations, tactics, and procedures. Glancing through the pages of Proceedings and similar journals, a majority of material comes from senior officers who have long since moved beyond the realities of division level maintenance and deckplate challenges. Junior officers should remember our roots and reclaim proclivity in this arena, promulgating instructive tips for our brethren and observations on daily naval operations. In the same Proceedings issue as “The Children of Nelson,” there was also an article on the relationship between barometric pressures and ocean currents, a discussion of rustless coatings, and articles on naval reform. By recording these conversations in printed word, junior officers were able to share solutions from around the fleet.
Ultimately, the Navy must be led by the constant ingenuity and engagement of its junior officers and driven by the strategic thought and innovative perseverance of its seniors. Therefore, officers of all levels must write substantive pieces of all types: the mundane but useful, the transformative, the well-founded, the controversial pieces, and we must write without fear for our careers. The currency of institutional change available to the junior officer today, just as with William Sims and Alfred Mahan, is in writing. And so, regardless of the barriers we face, write we must.
Much has been written about the institutionalized pressure on junior officers to “get on board, or get out.” This is manifested in discussions, both in print and in individual counseling sessions, about the narrow, cookie-cutter paths to commanding officer; junior officers that deviate even slightly from “the pipeline” risk abandonment.
Many factors play into the issues of junior officer retention, and for some, the pressures to leave the service are strong. Not surprisingly, few officers want to remain in a service where “ducks pick ducks.” Success in our service often seems to be determined by how well an officer’s career mirrors the prescribed path, while intellectual curiosity gets one a pat on the head or maybe even an adverse FITREP.
Yet these challenges to us as individuals are not insurmountable. It doesn’t matter what we face: we need officers willing to stick their necks out. So what if it’s frowned upon to challenge entrenched ideas that can be improved? So what if your career may be shortened? Most of us joined to sacrifice to serve our country. Perhaps some of us may need to sacrifice our perfect FITREP for the greater good.
The kind of change needed cannot be driven from outside the service. Paradoxically, though we may feel that getting out is best for our individual careers, it is harmful to the service overall. The future of the Navy and Marine Corps will be driven by the strength of the positive insurgency forming in the junior ranks today. We must dare to think, write, and speak–and also to stay in the service, despite the financial and psychological benefits of the private sector. We must join our thoughts and words with the courage required to forge the type of leadership our Navy and Marine Corps deserve.
To be sure, there is a time and a place for opinions and disagreement. Respect must continue to be the rule of the day: respect for rank, experience, and naval culture. Junior officers must continue to master their craft, get qualified, and above all, care for their Sailors and Marines.
Likewise, our generation cannot solve these problems simply by shifting our verbal complaints to paper. We must write with substance, bring forward ideas–even contentious ones–and help each other through the writing process. How and when junior officers write is also important; even William Sims acknowledged the inappropriateness of his letter to the President. Thankfully, the commander-in-chief was able to see past Sims’ youthful follies and identify the intellectual substance present behind his actions.
But these requirements should not preclude junior officers from actively engaging in discussions on the tactics, operations, and strategies they will be called upon to execute, on the culture of the institution that we love, in support of the country that we serve. We should not wait to attend the War College or Postgraduate School to consider who we are, what we are doing, where we are going, and why. We should not allow discouraging leadership and administrative burdens to choke our Navy and muddle our Marine Corps.
Many of our brothers and sisters in arms today and in decades past have paid the ultimate price for protecting our freedoms. They sacrificed their lives in defense of this nation. We can only hope to match their dedication by being willing to put our careers on the line, to “stick our necks out,” to make the service and this country better.
This Sunday join us for our 5th Anniversary Show. No guests, no agendas – just us talking about what 2014 had to teach us, and looking towards what 2015 may have in store for everyone in the national security arena. This is a great time if you ever wanted to call in to ask either one of us a question on a topic you wish we would address … or just to say “hi.” Just be warned, we might ask you a question back. It’s what we do.
5pm EST. 4 Jan 14.
By Mark Tempest
13 years into the long war, what have we learned, relearned, mastered, forgotten, and retained for future use? What have we learned about ourselves, the nature of our latest enemy, and the role of our nation? What have those who have served learned about their nation, their world, and themselves?
Iraq, Afghanistan, the Islamic State, and the ever changing global national security ecosystem, where are we now, and where are we going?
Our guest for the full hour to discuss this and more will be returning guest John Nagl, LTC US Army (Ret.) D.Phl, using his most recent book Knife Fights: A Memoir of Modern War in Theory and Practice as the starting point for our discussion.
Dr. Nagl is the Ninth Headmaster of The Haverford School. Prior to assuming responsibility for the School in July 2013, he was the inaugural Minerva Research Professor at the U.S. Naval Academy. He was previously the President of the Center for a New American Security. He graduated from the United States Military Academy Class in 1988 and served as an armor officer for 20 years. Dr. Nagl taught at West Point and Georgetown University, and served as a Military Assistant to two Deputy Secretaries of Defense. He earned his Master of the Military Arts and Sciences Degree from the U.S. Army Command and General Staff College and his doctorate from Oxford University as a Rhodes Scholar.
Dr. Nagl is the author of Learning to Eat Soup with a Knife: Counterinsurgency Lessons from Malaya and Vietnam and was on the team that produced the U.S. Army/Marine Corps Counterinsurgency Field Manual.
By Ben Kohlmann
This post was originally published on Defense Entrepreneurs Forum’s Whiteboard blog.
On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. We will feature the one-pagers from the competition over the next few days.
Contestant: Graham Plaster, The Intelligence Community LLC
o Rising unemployment among veterans
o Long wait times for government positions
o Salary cuts
o Shifting regional focus from Middle East to small wars, Africa, Asia, Russia, etc.
o An educational pipeline mismatched to the government job market
o Need for a wider on ramp and off ramp between public and private career options
o Contracts are being steered to small businesses who lack the depth of expertise and the infrastructure to meet government requirements
o Companies are trying to scale up to meet government demands while slimming down on brick and mortar costs (through 1099 independent contractor hires)
o Failing to meet quotas for hiring small businesses
o Eager to harness a fee-for-service model to manage costs and eliminate overhead
o Need cross pollination of public and private work experience for the future of publicprivate partnerships to keep pace with innovation
o The tool will be similar to other freelance marketplaces currently available such as oDesk- Elance, Guru, Freelancer, Fiverr, and others. However, this marketplace will be tailored to the US national security sector which has many special legal and professional requirements.
o The marketplace will help both small and large businesses scale to manage indirect labor costs, meet contractual government requirements, and also, broadly, give the government the ability to tap a global market of talent for emergent needs. The government is always looking for a “bench” of talent without having to carry the huge overhead of unused experts.
o This also gives unemployed veterans including wounded warriors a way to serve as consultant from home, as part time support for important work.
The Intelligence Community LLC (“TIC”) is a US veteran owned business that moderates a worldwide network of over 47,000 national security professionals growing at over 1200 new members every month. TIC is also a member of the Defense Intelligence Agency’s Innovation Gateway and will be collaborating with companies to discover ways to assist DIA with crowdsourced analysis. There has already been strong interest from government agencies on leveraging this emerging community of expertise.