Archive for the 'Navy' Category
From the USA, Europe, Russia, to the South China Sea, nations continue to signal where their priories are by what type of fleet they are building.
What capabilities are they expanding, and what capabilities are they letting drift away?
To discuss this and more for the full hour will be returning guest Eric Wertheim.
Eric is a defense consultant, columnist and author specializing in naval and maritime issues. He was named to the helm of the internationally acknowledged, one volume Naval Institute reference Combat Fleets of the World in 2002.
Join us live at 5pm or pick the show up later by clicking here.
Hopefully, most readers here have already listened to EagleOne and my one hour interview on Midrats with Vice Admiral Bill Moran, USN, Navy Chief of Naval Personnel, and Commander Guy “Bus” Snodgrass, USN, concerning Bus’s paper, Keep a Weather Eye on the Horizon.
If not, you can listen via the Midrats archive here. If you have yet to read the paper, then click the link in the above paragraph to get that too.
Well, the “quick look” is out and you can get it here. It is an executive summary, in a fashion, that outlines the respondents’ demographics and the above-the-fold responses from an unofficial survey taken between May 1st – May 31st.
A couple of things out of the box; yes, everyone knows this is not a scientific survey and only represents those who decided or were able to respond – but it is still useful. You know the old phrase, “half of life is showing up?” Well, take a large dose of one of my favorite versions, “the future belongs to those who show up,” and a dash of, “you must be present to win” and “it isn’t the people, it is the voters who decide.”
No one was forced to take it, so this is really a snapshot from the, “I’ll at least make the effort to take your survey” brigade. Does that skew the results? Who knows … and really who cares. To be part of a conversation, you have to make the effort to speak. These people decided to join the conversation, so we should listen to them.
For statistics geeks and fanatics for transparency and the messy yet vibrant creative friction found only in the market of ideas, this is the – dare I say – sexiest part;
A full report will be published in early fall which will provide an in-depth look at survey background, methodology, and analysis.
This gives everyone with a good understanding of the art to play around with the results and make their own suppositions and observations. From what we have already, there are a few things the stick out.
First, the a few things about who participated sounds about right:
1. Warrant Officers and those already retirement eligible really are not interested in surveys – their decision has been made.
2. Those who are at the most critical decision point are the most interested in the survey.
The results present what appears to be a slit personality – but one most of us will recognize. All you STEM types can roll around in the numbers and graphs, let me summarize the personality type of the plurality of those who responded.
They feel they are making a difference in their job (60%), but regardless of what they do – they don’t think they will be rewarded in any way by superior performance (64%).
Looking at what they could do if rewarded for performance, luck, or whatever the flavor of the board is – most aren’t really sure they would even want their boss’s job (61%).
Not that any of this matters anyway – they have no confidence that senior leaders will take the time to try to internalize and take action on anything they have to say anyway (62%).
In spite of it all, they want to make a career of the Navy (56%).
One of the more cynical things that is said about this line of work is that lesser men ride to the top on the backs of the well meaning and idealistic. The implication is, of course, that the well meaning and idealistic are too slow witted to know what is happening.
Well, I don’t know. Taken together, the profile we have is of people what are striving to make a difference, and want to dedicate the most productive years of their life pursuing something they find of a value larger than themselves. They know they won’t be rewarded for doing it well – are not sure they want to be – and really don’t feel that those promoted in position of authority above them care what they think anyway.
Yet … they sign up. They deploy. They serve. They leave their families. They die – in spite of it all.
For those reasons along, I do hope that the 38% were right. We have good, smart people in positions to try to address this perception/reality – maybe they can prove the 62% wrong.
Many of these issues and attitudes have always been with us and always will be. They key is the degree, extent, and strength of feeling. No human system is perfect, but you can make them less imperfect.
The people we have are not the problem if we desire to have a meritocracy and the best Navy we can. No, the problem is the structure and senior leadership they find themselves working with.
Earlier 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.
CIMSEC and The Bridge have been coordinating on a collection of articles on the personal theories of power for several uniform service members, defense professionals, and academics. I sit down with, Dave Lyle, Rich Ganske, and Nate Finney, three other writers from the series, to discuss the nature of power, some of the theories from our collection, and the utility of such discussion.
Speaking of theories of power… remember, CIMSEC is running our “Sacking of Rome” series starting 16 June! Instead of talking about securing the commons, maintaining global security… using historic examples, modern-day developments, or potential future advances, red-team the global system and develop constructive answers to your campaign. If you were an adversary, how would you seek to subvert or tear down the global system and how could we stop you? Paul Pryce is our editor for the week: (paul.l.pryce -at- gmail.com).
Your monthly East Atlantic edition of Sea Control brings you Alex Clarke with a panel on the state of NATO’s defense spending in the UK and Continental Europe, and whether this spending is sufficient to face our modern threats.
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.’”
In “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.”
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.”
Since WWII, have we developed an officer corps that has not only developed a record of defeat, but has become comfortable with it?
Is our military leadership structurally unsound?
In his recent article, An Officer Corps That Can’t Score, author William S. Lind makes a scathing indictment of the officer corp of the United States in from the structure is works in, to its cultural and intellectual habits.
We will have the author with us for the full hour to discuss this and more about what problem he sees with our military’s officers, and what recommendations he has to make it better.
Mr Lind is Director of the Center for Cultural Conservatism at the Free Congress Foundation, with degrees from Dartmouth College in 1969 and Princeton University.
He worked as a legislative aide for armed services for Senator Robert Taft, Jr. and Senator Gary Hart until joining the Free Congress Foundation in 1987.
Mr. Lind is author of the Maneuver Warfare Handbook (Westview Press, 1985); co-author, with Gary Hart, of America Can Win: The Case for Military Reform (Adler & Adler, 1986); and co-author, with William H. Marshner, of Cultural Conservatism: Toward a New National Agenda (Free Congress Foundation, 1987).
Mr. Lind co-authored the prescient article, “The Changing Face of War: Into the Fourth Generation,” which was published in The Marine Corps Gazette in October, 1989 and which first propounded the concept of “Fourth Generation War.”
Join us live at 5 pm EDT if you can or pick the show up for later listening by clicking here .
Since its publication in April’s Proceedings, I’ve been pleased that “It’s Time for a ‘Sea Control Frigate’” has helped start a discussion about a new small surface combatant (SSC) on message boards, the blogosphere, and social networking platforms. The article describes how a modified version of the Coast Guard’s National Security Cutter with improved survivability features and combat systems could offer a terrific supplement to the Littoral Combat Ship (LCS). With the attention the article received, various readers had questions concerning some ideas brought up, so I’ve taken the time to address them.
Analyzing Cost and Production
Many asked how the projected cost for the ship could cost $800 million with the last national security cutter price costing $735 million. Surely the upgrades mentioned in the article are greater than $65 million. They are indeed. However, what was probably missed is that the $735 million order for the last NSC was for a single ship – economies of scale can drastically reduce the cost per unit due to various efficiencies gained. For example, when the Coast Guard ordered several at a time, pre-NSC #5, the cost was substantially less. My math: the 2006 per unit cost for an NSCs (in a bulk order) was $584 million – when we account for inflation, it goes up to a current value of $650 million, or $85 million less than the last single contract. (The Coast Guard had to order the later ships one by one because it wasn’t written into the budget at the time –and it was uncertain if the 7th and 8th NSCs would even be funded). Thus, a procurement cost of $684 million, which is used in the article and various other official reports, is an average between all the ships. Most likely a base hull would be even less than this, as the price doesn’t include the initial hull design costs (this was incorporated into the NSC program), there are increased economies of scale, and various items included in the NSC price are not be needed on a navy frigate (eg: the complex stern boat launching apparatus). While I estimated $800 million by adding the cost of a VLS, an upgraded 76mm gun, a new radar, and various survivability upgrades, in accordance with navy and congressional reports, a fixed price will likely creep closer to the $900 million mark due to inflation over the next few years and other add-ons the Navy incorporates (this would happen with all of navy shipbuilding though).
Ship Force Numbers and Value Metrics
The latest LCS estimates are at $550 million per ship including mission modules vs. $800 million for a sea control frigate. Assuming we have the same budget to work with, and we’re deciding between a basic LCS only, we’ll either have to choose between 20 LCSs, or 13-14 frigates. This led many to question if it’s worth having a lesser amount of warships for the same price. First of all, for the most part, comparing these numbers are like apples and oranges – who cares about the amount of a certain ship if they can’t do the missions that we need them to do, especially cost efficiently? However, as much of a red herring the argument is, politically, it’s still hard to rationalize, especially since many elected officials find it easier to talk about our ship count in terms of our budget, vice a thoughtful debate on capabilities and requirements. In contrast, one good metric to take into consideration is the average number of ships at sea on missions per day. 20 LCSs on a 3 crews-2 ships-1 deployed plan, averages 20 total days a quarter of underway time on assignments, or 4.5 ships per day. 14 stateside frigates on a traditional deployment cycle average 32 days a quarter out to sea on assignments, or 4.9 ships per day. This means that despite a lesser amount of ships, the sea control frigate still has more underway time doing planned missions than the LCSs. I calculated this data from the class average of underway hours per quarter, and verified this by known historic and planned deployment operational schedules for frigates/destroyers and littoral combat ships.
At first, this may seem contradictory to statements made by officials like Rear Admiral Rowden, who recently claimed that 26 forward deployed LCSs equate to 120 CONUS-based single-crewed ships. This kind of statement is misleading. The Admiral is correct for certain missions and events like foreign nation cooperation and training, humanitarian assistance and disaster relief (HADR), vessels in distress or under pirate attack, counter-narcotics operations, and little-to-no notice popup missions like special ops support. For example, let’s take an earthquake in a Southeast Asian country. The LCS is perfectly fitted to get underway immediately from Singapore, speed to the location, and provide necessary humanitarian assistance, all within hours. However the same can’t be said about the majority of tasking and deployments that have requirements already defined by combatant commanders relating to sea control, like naval escort, focused operations, and deep-water anti-submarine warfare. These missions all require more consecutive days-at-sea, which helps explain the reason why, by design, the LCS averages less mission days per ship than frigates and destroyers.
That’s not to say the 3-2-1 cycle isn’t the right method with the LCS. On paper, minus the sea swap trap, it’s actually a smart plan that saves money and optimizes the ships very well. It’s also necessary to have a flexible warship forward deployed for the reasons stated above, but only for quick back and forth missions in the littoral environment, not sustained blue-water deployments. If we do end up purchasing LCS variants, most of these ships will regrettably end up getting pulled from the presence and shaping missions they were designed for to support these missions.
Determining Feasible Designs
Earlier this month, a request for information (RFI) came out that asked the shipbuilding industry on input for a follow-on to the LCS from mature designs, which led many readers to ask what’s actually on the table. The context of the RFI may seem like it’s targeting a number of different ships and shipbuilders, but it’s in fact just a formality required in the consideration process for any future acquisitions; there are actually only a few possibilities here. The foreign contender with the best shot, if any, is Norway’s Fridtjof Nansen-class frigate because of its past relationship working with NAVSEA and Lockheed Martin. Although any proper frigate is preferred over the LCS because it’s better optimized for operating in blue water environments, I’m partial to the sea control frigate because of its large flight deck and hangar spaces, which gives it the flexibility to support drones and manned helicopters together, something that will likely become the norm within the next 30 years. However, the truth is because of the timeliness of the request and decision making process, together with the red tape that a foreign design has to go through (which was touched on in the original article), it’s probably too late in the process already to even consider a foreign design, regardless or not if it meets what the Navy’s looking for. This is unfortunate; we’ve essentially locked ourselves in a box by not starting this process earlier (or coming up with an organic solution for that matter).
There are several different variants of the LCS that are likely to be considered alternatives– most concepts have been pitched publically in some manner, mostly to international navies under the banners of “International LCS” and “Surface Combat Ship”. These variants could include similar features to a sea control frigate, such as a Mk 41 VLS supporting ESSM and ASROC, a CEAFAR or SPY-1F radar and fire control system, other survivability features, and for the LCS-1 class, an upgraded 76mm gun. However, there are still some problems with this: unlike the NSC hull which was built with reserved spaces that can accommodate a VLS and other systems without hull modifications, a variant of the LCS would likely require design changes more substantial than any NSC-derivative. One industry news source remarked that an international LCS design pitched to Israel that incorporated some of the above mentioned weapons features had an estimated cost of over $700 million (this was in 2008, so it would likely be even more today). Another claimed a rough order-of-magnitude cost would be $800 million, equivalent to a sea control frigate. However, the price pitched to the Navy by Lockheed or Austal might not even matter – with the trends of the LCS shipbuilding program, it’s possible that whatever price is proposed will balloon up even further. This is probably not a risk the navy would want to already take for a program already under heavy scrutiny for its ever-rising costs, especially with a fixed-price option on the table for a sea control frigate. Secondly, it’s likely that no design changes will be able to offer an improved endurance and range; therefore, even with upgrades in weapons and survivability, it would still be ill-suited for blue water missions. Moreover, the manning structure and contractor reliance wasn’t made to accommodate long lasting blue-water missions either, which means even some small casualties that are normally fixed by a DDG/FFG ship’s force could and throw off an entire mission; something probably not ideal for optimizing the readiness kill chain.
This leads us back into re-examining the numbers. With the same budget, an up-armed LCS design with a higher unit cost reduces the number of LCSs that are produced. For example, an improved LCS costing $650 million each (which by all estimates are very optimistic) buys only 17 ships, three less than planned. As the LCS cost continues to increase, the ship price per unit gap continues to close, until its relatively the same price.
In the summer of 1964 Fleet Admiral Chester Nimitz was enjoying his retirement and living in the San Francisco Bay area. He was asked to address a group of young naval cadets and fresh junior officers about their profession and their future. Nimitz had been connected to the sea almost since birth, his father had been a ship captain before moving to Texas to open a hotel, and his grandfather had raised him on stories of the sea. At age fifteen Chester took the Naval Academy entrance exam and passed.
He left high school before he graduated in order to enter Annapolis with the Class of 1905. In those days the entrance exam was the most important qualification for entry, not high school. The Academy was the only source of line officers for the Navy and Marine Corps, there was no ROTC or OCS. (Actually, Nimitz later helped established the NROTC unit at the University of California). When he was invited to speak it had been over sixty years since he entered the Academy, but he looked back across his many years in the service of his country and focused on three lessons for the junior officers.
It is once again commissioning season at the Academy and in ROTC units across the United States. These three lessons from the Fleet Admiral who commanded the war in the Pacific are just as valuable for our rising Ensigns and Second Lieutenants today as they were fifty years ago.
You are on the threshold of a great and honored profession – that of a naval officer. You will find among the naval officers of all countries a brotherhood of the sea which recognizes as a common enemy – the sea itself – and which has a primary duty of understanding that old enemy – the sea – in all its moods – in order to preserve the men, planes, and ships entrusted to them.*
Life at sea brings many challenges. Our history books are full of stories of combat and lessons from battle, but the sea is a danger in itself. It is something we rarely talk about in our training programs prior to commissioning, and the realization usually reaches us after we begin going to sea or taking to the air. As Joseph Conrad wrote, “the sea — this truth must be confessed — has no generosity. No display of manly qualities — courage, hardihood, endurance, faithfulness — has ever been known to touch its irresponsible consciousness of power.”
It’s also important to note Nimitz’s connection with the “brotherhood of the sea.” (I point this out in the most gender-neutral way possible, which is sometimes an issue when using historical sources.) The bond between Sailors and Marines of many nations around the world is a long and historic one. One of the things you’ll realize on your first deployment is that you have a great deal in common with not only our allies, but everyone at sea. Today the CNO talks about building partnerships around the world, but this isn’t new and it is something that can come naturally to Sailors and Marines, if you let it.
You will understand that for a nation to survive it must control the sea and air approaches to the homeland – and that this responsibility will fall primarily on the shoulders of its naval officers who will also have the duties of protecting interests far off shore.
Nimitz knew that understanding the role we play in our nation’s defense is important. To a nation like the United States, with limited borders and friends both north and south, seapower is central to national defense. As Alfred Thayer Mahan once wrote, “every danger of a military character to which the United States is exposed can be met best outside her own territory—at sea. Preparedness for naval war—preparedness against naval attack and for naval offence—is preparedness for anything that is likely to occur.”
But besides the defense of our country, Nimitz also alludes to work “far off shore.” For today’s new junior officers this is a reminder that for the Sea Services, as the wars of the first decades of the 21st century wind down, we probably won’t be “coming home” in the same way the other services might. We are needed “far off shore” in peacetime as much as we are when war arrives. You’ll be deploying and you’ll be operating all over the world and that means being away from family and friends in order to do your job.
You will learn that you are never finished with your efforts and studies to prepare yourselves for your duties of naval officers. This will continue – as long as you live. You will share with the brotherhood of officers of all nations an abhorrence of war but you must be prepared to confront force with force whenever the interests of your country requires such action. You will learn that bravery is not enough – and that you must do your utmost by professional study and reading of history to perfect your readiness to serve your country.
Admiral Nimitz was not the first to point out the vital importance of self-study and learning your profession. From William Sims and Alfred Thayer Mahan, to Carl Von Clausewitz and Napoleon, the idea that you must continuously be reading history and studying the world around you in order to be a professional military officer has a long pedigree. Nimitz wasn’t the first, nor was he the last. However, today it is something that we all must be reminded of.
You will likely be told that if you do your job today tomorrow will take care of itself. While this may be true from a careerist perspective, it is not true from a professional perspective. You must always be studying, reading, and learning in order to prepare yourself for your next set of orders or promotion. Not just NATOPS, or the standing orders, or other pubs (though you’ll need those too). Professional development comes from books about leadership, history, and strategy. If you wait for someone else to teach you what you need to know you may never learn it. You may be tempted to say, “well, I’ll wait until I go to the War College” or “I don’t have time for that, I’ll do it once I make Department Head.” That is the wrong attitude. There will never be time unless you make time. That is as true today as it will be twenty years into a career in the Navy or Marine Corps. You don’t need to enroll in a correspondence course or an online degree, just pick out a couple of good books to read every year.
The officers that Nimitz spoke to in 1964 were an interesting group. It wasn’t the latest class from Annapolis or the recent graduates of his University of California ROTC unit. No, he was addressing the junior officers and naval cadets of the Japanese Maritime Self-Defense Force’s Training Squadron. Commanded by Rear-Admiral Kazutoshi Kuhara, who had fought Nimitz’s task forces just two decades before, the four Japanese ships were on a training cruise across the Pacific. Many of the officers Nimitz addressed were small children when their nation was defeated under his command. His advice not only stands the test of time, but has well served a naval force that became one of our closest allies, and one of today’s most professional navies.
Fleet Admiral Nimitz was a great naval officer. He is remembered by most as the man who led the Navy in the Pacific during World War II, but he should be remembered for much more. He was the Ensign who commanded a gunboat off the Philippines, fighting alongside Marines and Army Soldiers in the counter-insurgency campaign during the Philippine Insurrection. He was the Lieutenant that revolutionized submarine tactics and was asked to lecture on it at the War College. He was the Lieutenant Commander that introduced the Navy to diesel engines and helped develop the procedures for the very first underway replenishment.
And maybe that’s the final lesson from Admiral Nimitz, you don’t become a war winning Admiral overnight. Follow his advice: face the challenges of the sea, understand the role you and your Navy and Marine Corps play in our national security, always keep studying history and your profession, and maybe some day one of the members of the Class of 2014 will be our next Fleet Admiral. As he said:
Remember that you have an important place in a highly honorable profession. I wish each of you success and happiness.
* Original copy of Nimitz’s remarks archived at Naval War College Historical Collections, Record Group 29. Digital copy available from the Nimitz Gray Book digitization project.
This week, Sea Control Asia Pacific looks at ‘gamechangers’ in Asia. Natalie Sambhi, of the Australian Strategic Policy Institute, interviews her colleagues Dr Rod Lyon and Daniel Grant about the ways in which Asia Pacific states are engaged in strategic competition. We also offer an Australian perspective on domestic political changes and military modernization in Southeast Asia, China’s nine-dash line claims, Indonesia and non-alignment, and the US rebalanced.