Archive for the 'Tactics' Category
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.
By Jeong Lee
Speaking at the Association of the United States Army on the 12th, Admiral James Winnefeld, the Vice Chairman of the Joint Chiefs of Staff, told the audience that in future ground wars the tempo will be “shorter, faster-paced and much harder” because America’s adversaries will work to create a “fog of war.” Thus, the Admiral suggested that the Army “place more emphasis on the growth industry…of protecting American citizens abroad” in order to adapt to the fluid geostrategic environment.
Indeed, since the sequestration went into effect in March, many defense experts have been debating what the future may hold for the Army, the Marine Corps and the Special Operations Command (SOCOM). Whatever their respective views may be on the utility of landpower in future wars, all seem to agree on one thing: that in the sequestration era, the ground components must fight leaner and smarter.
For John R. Deni, a research professor at the U.S. Army War College’s Strategic Studies Institute, the answer seems to lie in the “Army-led military-to-military activities” which may provide stability in politically volatile regions “if only because most military forces around the globe are army-centric.”
Others beg to differ. Generals James Amos and Raymond Odierno and Admiral William McRaven seem to second Admiral Winnefeld’s claim when they argue that today “the need to conduct large-scale aid and consequence management missions, both within the United States and internationally, is certain to grow.” General James Amos, the Marine Corps Commandant, also recently echoes this view when he advocates a lighter but mobile Marine Corps because he believes tomorrow’s conflicts will likely involve “violent extremism, battles for influence, disruptive societal transitions, natural disaster, extremist messages and manipulative politics.”
However, if the United States Armed Forces is truly concerned about raising a cost-efficient and versatile ground force, it can merge the Army, the SOCOM and the Marine Corps into one unified service branch. This idea is not new. As far back as 1994, the late Colonel David Hackworth advocated the merger of the Army and the Marine Corps because their missions seemed to overlap. He went so far as to claim that the Department of Defense (DoD) could save “around $20 billion a year.” Nevertheless, absent in Hackworth’s column was a coherent blueprint for how the DoD could effectively unify its ground components into a cohesive service because Hackworth did not flesh out his strategic vision for what 21st Century wars may look like.
Which raises a very salient question as to what America’s strategic priorities should be. In a perceptive op-ed, Mark Fitzgerald, David Deptula and Gian P. Gentile aver that the United States must choose to go to “war as a last resort and not a policy option of first choice.” To this must be added another imperative. The United States Armed Forces must prioritize homeland defense as its primary mission and rethink the mistaken belief that the United States can somehow secure its interests through “lengthy military occupations of foreign lands.”
Thus, this newly merged service must redirect its focus towards countering cyber warfare and CBRNe (Chemical, Biological, Radiation, Nuclear and explosives) attacks and should work towards bolstering its counterterrorism (CT) capabilities. This is because, due to the convergence of the global community, the United States may be vulnerable to attacks from within by homegrown terrorists and drug cartels—all of which may wreak havoc and may even cripple America’s domestic infrastructures.
Reorientation of its mission focus may also require that the new service reconfigure its size. After all, as Chairman of the Joint Chiefs of Staff, General Martin Dempsey wrote in Foreign Affairs, “Washington should remember that the size of the armed forces is not the most telling metric of their strength.” One solution is to adopt the so-called “Macgregor Transformation Model (MTM)” centered around the combat group concept which may reduce the strength of the new service “yet in the end produce a force that has greater combat capability…[and] more sustainable.” This model may provide the United States with a deployable fire brigade in the event of a national emergency or an international crisis. Already, the bases from which to adopt this viable model exist in the form of Army brigade combat teams (BCTs) and Marine Air-Ground Task Forces (MAGTFs) of various sizes.
Should the United States decide that it needs to project its hard power abroad to guard its interests, it could deploy the Special Operations Forces (SOF) components of the new service in tandem with UAV (Unmanned Aerial Vehicles) to selectively target and neutralize potential threats. While the SOF and UAV surgical raids should not be viewed as substitutes for deft diplomacy, they can provide cheaper and selective power projection capabilities. Moreover, doing so could minimize the risks inherent in power projection and anti-access/area denial (A2/AD) missions which may potentially mire the United States in messy and protracted conflicts.
Last but not least, this new service could buttress interoperability and capabilities of allied forces around the globe through military-to-military exchanges. Although Deni was referring specifically to the Army-led initiatives when he suggested this, he may be correct that military-to-military engagements may help to promote America’s image abroad as a trusted guarantor of peace. But even more important, such activities may “mean fewer American boots on the ground.” However, implementing what the retired Marine General James Mattis refers to as the “proxy strategy” may be a better means by which the United States could “lead from behind.” Under this arrangement, while “America’s general visibility would decline,” its allies and proxies would police the trouble spots on its behalf.
Contrary to what many in the defense establishment believe, the austerity measures wrought by the sequestration have not been entirely negative. If anything, this perceived “crisis” has provided the much-needed impetus for innovative approaches to national defense. The proposed merger of the ground forces may provide the United States with most cost-effective and versatile service branch to defend the homeland and safeguard its interests abroad.
(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.
(This article appeared at RealClearDefense and is cross-posted by permission.)
In previous writing about the ongoing East Asian naval race shortly after the launching of the Japanese helicopter destroyer Izumo (DDH-183), I noted that the feverish naval race may be rooted in historical grievances, fierce competition for scarce resources, and the recent sequestration cuts within the Department of Defense, which may make it more difficult for the United States to “manage its alliances and strategic partnerships in the region.”
As some of my readers have pointed out, I may have appeared somewhat biased against Japan because I did not fully account for other dynamics of the regional naval competition. However, it is not my intention in any way to accuse Japan or its neighbors of espousing expansionist tendencies. I should, therefore, point out that the factors behind the ongoing naval race may be more complex than they appear at first.
By Jeong Lee
Five months after the much-dreaded sequestration went into effect, many defense analysts and military officials alike are worried about the negative repercussions of the drastic budget cuts on military readiness. In his latest commentary, the rightwing commentator Alan Caruba declared that “The U.S. military is on life support.” Defense Secretary Chuck Hagel also argued in his Statement on Strategic Choices and Management Review (SCMR) that “sequester-level cuts would ‘break’ some parts of the strategy, no matter how the cuts were made [since] our military options and flexibility will be severely constrained.”
To its credit, the SCMR seemed to hint at operational and structural adjustments underway by offering two options—trading “size for high-end capacity” versus trading modernization plans “for a larger force better able to project power.” Nevertheless, one important question which went unasked was whether or not the US Armed Forces alone should continue to play GloboCop.
The current geostrategic environment has become fluid and fraught with uncertainties. As Zhang Yunan avers, China as a “moderate revisionist” will not likely replace the United States as the undisputed global champion due to myriad factors. As for the United States, in the aftermath of a decade-long war on terror and the ongoing recession, we can no longer say with certainty that the United States will still retain its unipolar hegemony in the years or decades to come.
By Jeong Lee
General Joseph Dunford, the International Security Assistance Force (ISAF) commander, has recently told the New York Times that America’s “presence post-2014 is necessary for the gains we have made to date to be sustainable.” His reasoning was that although the Afghan National Security Forces (ANSF) are bearing the brunt of fighting, “at the end of 2014, [they] won’t be completely independent” operationally and logistically.
According to the Yŏnhap News Agency last Thursday, ROK Defense Minister Kim Kwan-jin “confirmed…that he had requested the U.S. government” to postpone the OPCON (Operational Command) transfer slated for December, 2015. Citing from the same source, the National Journal elaborated further by saying Minister Kim believed that the United States was open to postponing the transfer because “a top U.S. government official leaked to journalists” Minister Kim’s request for the delay.
There may be several reasons for the ROK government’s desire to postpone the OPCON transfer. First, the critics of the OPCON transfer both in Washington and the ROK argue that this transition is “dangerously myopic” as it ignores “the asymmetric challenges that [North Korea] presents.” Second, given the shrinking budget, they argue that the ROK may not have enough time to improve its own C4I (Command, Control, Communications, Computer and Intelligence) capabilities, notwithstanding a vigorous procurement and acquisition of state-of-the-art weaponry and indigenous research and development programs for its local defense industries. Third, South Korea’s uneven defense spending, and operational and institutional handicaps within the conservative ROK officer corps have prevented South Korea from developing a coherent strategy and the necessary wherewithal to operate on its own. To the critics of the OPCON handover, all these may point to the fact that, over the years, the ROK’s “political will to allocate the required resources has been constrained by economic pressures and the imperative to sustain South Korea’s socio-economic stability and growth.” As if to underscore this point, the ROK’s defense budget grew fourfold “at a rate higher than conventional explanations would expect” due to fears that the United States may eventually withdraw from the Korean peninsula. It was perhaps for these reasons that retired GEN B. B. Bell, a former Commander of the United States Forces Korea, has advocated postponing the transfer “permanently.“
In the wake of Hassan Rowhani’s landslide victory as Iran’s new president, some foreign policy mavens now believe that Rowhani’s presidency may augur a positive shift in Iran’s hitherto hostile policy towards the West. However, despite a glimmer of hope that Rowhani’s election may translate into moderate policies towards the West, others have “adopted a cautious ‘wait-and-see’ posture,” citing Rowhani’s past affiliation with the Ayatollah.
For East Asian experts, Rowhani’s election warrants attention because it remains to be seen whether Iran will retain its current alliance with Kim Jŏng-ŭn even if it chooses to reconcile with the West. After all, some have alleged that Iran has played a major role in the DPRK’s successful testing of its Ŭnha-3 rocket last December. More importantly, Rowhani’s future stance towards the West deserves attention because it may determine whether or not the United States must revise its strategy to adapt to new geostrategic realities. Indeed, it can be argued that the aforementioned factors are not mutually exclusive but intricately intertwined.
After the Cold War, many in the defense community explored new ways to leverage the rapid expansion of information technology beyond traditional command, control and communications functions. Naval innovators were at the forefront of this effort. Most notably Vice Admiral Art Cebrowski proliferated the concepts of Net Centric Warfare and Admiral William Owens partnered with Harvard professor Joseph Nye to pen an influential Foreign Affairs piece on America’s information edge. Owens and Nye argued that the US military advantage in intelligence, surveillance and reconnaissance (ISR), command and control, and precision guided munitions enabled “a general ability to use deadly violence with greater speed, range and precision.” In other words, information would provide a significant advantage in conventional military operations.
At the same time, CDR Randall Bowdish focused his intellectual work on expanding the use of psychological operations in the information age. Bowdish clearly took a different approach in his research and notes, “By combining Clausewitz’s and Sun Tzu’s ideologies, we can discern a goal for information age psychological operations (PSYOP) -to compel the enemy to do our will without fighting. This goal is particularly relevant today in view of an increasing American intolerance for casualties. Information-age PSYOP, more than any other military instrument, may provide us with an increased capability to pursue our national interests without bloodshed.”
Chief of Naval Operations Adm. Jonathan Greenert said last year: “We need to move from ‘luxury car’ platforms — with their built-in capabilities — toward dependable ‘trucks’ that can handle a changing payload selection.” There is one platform that can fulfill this requirement: the San Antonio-class landing platform dock (LPD).
Much has been written about the maintenance problems on USS San Antonio (LPD 17), and, as commander of Expeditionary Strike Group Two, I lived the issues daily in getting the ship fully operational. However, in January 2009, as I stood up Combined Task Force 151 to combat piracy in the Gulf of Aden, USS San Antonio was designated as my first flagship, and I learned firsthand the remarkable capability of this unique platform. Further proof the ship has fully turned the corner: In 2012, it was awarded the Navy’s Battle Effectiveness award.