Written by Terence Bennett, Naval Applications of Tech discusses how emerging and disruptive technologies can be used to make the U.S. Navy more effective. It examines potential and evolving developments in the tech industry, communication platforms, computer software and hardware, mechanical systems, power generation, and other areas.
“The most damaging phrase in the language is ‘We’ve always done it this way!’”— Rear Admiral Grace Murray Hopper in an interview in Information Week, March 9, 1987, p. 52
By Terence Bennett
Since the Budget Control Act took effect in 2013, senior leadership and news media have emphasized the issue of decreased military funding. The U.S. Navy is being stressed with longer deployments and shorter maintenance availabilities. This is affecting morale, material readiness, and retention. There is no easy solution to this political and economic problem, but Navy leaders can leverage new technology to make its Sailors and teams more effective while they are asked to ‘do more with less.’ One example of a new collaboration tool optimized for mobile use is Trello. New tools like Trello, combined with handheld technology, will help transform the effectiveness of the Navy team.
In April 2015, the Navy introduced the eSailor pilot program to issue tablet computers to new boot camp recruits at Great Lakes Recruit Training Center. This technology is intended to give Sailors greater access to training materials and email communication. Once this technology hits the fleet, it will greatly increase our Sailors’ operational effectiveness and overall well-being. For example, while conducting maintenance, Sailors will be able to quickly connect to manuals, research resources, and technical reach back support. Master Chief Petty Officer of the Navy Mike Stevens explained: “We’ll download all their training curricula. Everything that they currently get that’s in paper will be loaded electronically.” Leadership is already forging the tools to enable a more capable Sailor of the future. Today, leaders should take advantage of free software that can help their teams be more efficient.
Trello sample window. (Trello Blog)
Trello is an application that can help commanders and their teams better focus and prioritize the mission in front of them. Trello is a webpage-based project and task-management tool that contains lists laid out in ‘cards’ horizontally on the screen. It is much like the Note Card Organization System that many Commanding Officers turn to for organizing thoughts, functions, and follow-ups. Trello expands this effective note card system and allow users to share and embed ideas. It allows users to very quickly see all his/her priorities at once. The dashboard has as many cards as one needs. Individual cards contain items of any category or topic. The user is able to customize and setup cards however they prefer. Cards are a very flexible item that can contain any number of features including checklists, images, attachments, discussions, and deadlines.
While in port, the Commanding Officer of a destroyer might have a card of all short-term training cycle items, a card for current personnel issues, and cards for each department’s current objectives. The cards might be titled as Engineering, Weapons, Operations, Long Term Maintenance, personal items, and so on. When a leader shares a card with tasks and deadlines, it creates transparency and shared expectations between supervisors and subordinates. This allows everyone to understand the established priorities, be accountable, and update cards as tasks are met. Even better, Trello integrates with new communication tools like Slack so users do not need to jump back and forth to transcribe notes, attachments, or images. Everything syncs together into a time-saving tool that can make a ship’s team more productive by cutting down on the length of many daily meetings.
Divisional leadership might employ Trello to directly task Sailors and track their progress. Trello can easily be used to employ the Kanban system of management, which was developed by Toyota to maximize production while maintaining flexibility. It is best represented as post-Its on a whiteboard, with three columns on it: To Do, Doing, and Done. Post-Its would represent tasks (or cards) moved between the columns as they are completed. It is a very powerful method to instruct Sailors, while giving them room and autonomy. All the necessary resources can be attached to each card (notes, documents, images, and videos) to further empower junior Sailors.
While ships may not have tablets on them yet, almost every Sailor has a smartphone. Depending on a leader’s personal style and the dynamic nature of their team, many Sailors and Officers can start using Trello today. If they have a team that is constantly on the move and working on different projects, Trello can help share priorities, stay organized, on track, while reducing unnecessary back and forth. Although connectivity at sea would significantly hinder its capability, Trello is a great tool to track and maintain awareness of all a team’s requirements while in port. Trello Enterprise has developed two-factor authentication and file encryption at rest to give users an additional layer of security over standard SSL traffic encryption.
If you are skeptical, I challenge you to organize your day with it. You will find a clean, intuitive, and widely powerful platform. This author employs the Mozilla Trello Add-on to save and categorize tabs with just a click (like for this article). Trello is one example of a simple, yet powerful, tool Navy leaders can employ today.
LT Bennett is a former Surface Warfare Officer and current Intelligence Officer. The views express herein are solely those of the author and are presented in his personal capacity on his own initiative. They do not reflect the official positions of the Department of the Navy, Department of Defense, or any other U.S. Government agency.
Featured Image: SINGAPORE (Aug. 2, 2009) Sailors man the rails aboard the aircraft carrier USS George Washington (CVN 73) while underway off the coast of Singapore. (U.S. Navy photo by Mass Communication Specialist Seaman Adam K. Thomas/Released)
[1] Joshua Stewart, Recruits to get tablet devices in spring pilot program, Navy Times (Feb. 11, 2015), available at: http://www.navytimes.com/story/military/tech/2015/02/11/navy-mcpon-tablet-esailor-ipad-bluejacket/23227655/.
[2]How we effectively use Trello for project management, WP Curve (January 21, 2015), available at: http://wpcurve.com/trello-for-project-management/
“I strongly encourage you to read, think, and write about our naval profession.” – Chief of Naval Operations Admiral John Richardson with Lieutenant Ashley O’Keefe, “Now Hear This – Read. Write.Fight.”1
Earlier this month, Chief of Naval Operations (CNO) of the U.S. Navy Admiral John Richardson published, with Lieutenant Ashley O’Keefe, “Now Hear This – Read. Write. Fight.” In this piece, the CNO issues a call to read and write: “I want to revitalize the intellectual debate in our Navy. We all—officers, enlisted, and civilians—need to develop sound and long-term habits for reading and writing during the entire course of our careers.”2 The CNO hinted at several initiatives that aim to promote public discussion and publication accessibility. The CNO plans to create an e-book program, share what he considers “a canon of classic works,” and “open up a way for all of us to talk about what we are reading.” These plans should surely excite those who are invested in the Navy’s success.
There is more that can be done to operationalize this call to read and write. The Navy needs a strategy to cultivate intellectual development and encourage sailors to read and write more. As the CNO has just done, the Navy must continue to express the importance of writing to the Navy’s future. The service must improve its self-awareness of its own intellectual culture and mold it to encourage better habits of thought. The Navy must develop means to extrapolate value from published work and public discussions. Proper incentives should be instituted to show sailors that publishing is in fact career-enhancing and serves the Navy’s interests. There is a lot that can be done.
There is also more we can do here. As CIMSEC’s editor-in-chief, I will describe how our audience has made strong contributions to the Navy’s public discussions, what makes CIMSEC an ideal platform for facilitating such debate, and what we will do to improve.
Active public discussion will help the Navy make the most of its best resource, its people. Public discussion will help mitigate the inherent disadvantages in operating a large and compartmentalized institution. Healthy reading and writing habits build better warfighters. It will better connect the fleet and make issues relevant to more stakeholders.
At any given time, there are innumerable conversations happening on how to make the Navy better. These conversations include interpretations of past decisions and assessments of present challenges, with an eye towards the future. These are among the most exciting and consequential conversations of individual careers and even entire generations of sailors. They are being spearheaded by the Navy’s best and brightest across numerous commands and institutions. But most of these conversations occur within meetings, emails, or in some other closed format that does not fully engage all those who are interested and able to make the Navy better. Admiral Jim Stavridis, a strong proponent of reading and writing, recognized this issue, “We often express these ideas and observations in wardroom discussions, which are critical elements of personal and unit development. But these discussions usually make local impact only and stay within the lifelines of the ship or unit.”4 The fruits of experience may be lost in the form of insights that were never put forward in public writing.
Public discussion will broaden the impact of promising ideas and successful solutions. The CNO’s plan to “open up a way for all of us to talk about what we are reading” may be the most exciting initiative as it will help ensure great writing gets noticed regardless of where it gets published or who reads it.5 An organization that can rotate personnel assignments as often as every 18 months may impair the development of its own institutional knowledge and the continuity of expertise. Reading lists and well-read personnel can mitigate this challenge. Ultimately, public discussion will help the Navy identify more of its best and brightest and direct them towards where they can make the greatest impact.
Robust public discussion is important in keeping to a theme of operating in a complex, highly interconnected world. It will empower junior leaders that are closer to problems and their potential solutions. Disruptive challenges may arrive spontaneously, and innovative solutions can come from any rank. Publications can provide early warning and unbiased assessments. Robust debate can help process and make sense of information overload as strong arguments streamline options. Additionally, it can check groupthink and discourage complacence. Public discussion can provide a venue for introducing ideas and information when bureaucracy is too slow or unreceptive. It can connect everyone regardless of rank and command, thereby providing a level playing field where ideas can stand on their own.
Reading and writing hones critical thinking skills that improve warfighting proficiency. Among other things, writing improves self-awareness, information processing, and the ability to anticipate. Reading and writing habits will enhance the strategic communication capabilities that are growing in significance in today’s complex security environment. The same skills will better enable commanders to lead highly trained personnel and fully understand their leadership’s intent.
It is a step up to go from reading to publishing one’s own work and joining the debate. Publishing is an act of leadership. It requires initiative, commitment, and courage. Initiative, because publishing is an independent act that seeks to be forward thinking. Commitment, because ideas must be defended in depth once published. Courage, because the decision to publish is made in spite of the nagging insecurity that written work will never be as perfect as the author would have ultimately desired. Combine these themes, and it becomes apparent that publishing provides valuable experience in dealing with risk. Publishing develops positive leadership attributes.
Better reading and writing habits will connect the fleet by raising awareness of shared challenges and the interesting and dedicated work occurring at any time across the numerous institutions and commands that support the Navy. It will broaden perspectives and connect expertise. For example, the naval aviation community should closely follow the distributed lethality concept being spearheaded by the surface warfare community in order to explore new concepts of operation for carrier and land based aircraft under a new warfighting construct. Coast Guard operating challenges and lessons learned could inform those operating on the frontlines of the South China Sea. The effectiveness of the joint force would be greatly enhanced by increasing awareness of the challenges, modernization programs, and operational contributions of all the services. A greater appreciation and knowledge of foreign policy will help service members justify their efforts and sacrifices.
The value of reading and writing is apparent. How can the Navy encourage more of it?
Reading
“Thanks to my reading, I have never been caught flat-footed by any situation, never at a loss for how any problem has been addressed (successfully or unsuccessfully) before. It doesn’t give me all the answers, but it lights what is often a dark path ahead.” – General James Mattis,“With Rifle and Bibliography: General Mattis on Professional Reading.”6
Steady reading habits can be encouraged by fostering specific interests and having commands build reading lists that are directly relevant to their mission sets. Reading lists should include alternative forms of material besides books, with an emphasis on digital content. Additionally, the unique role of public affairs personnel can be expanded to facilitate more reading.
Reading lists should not be something that just the CNO assembles and publicly lists, but something that every command puts together. Commands should actively seek out publications that reinforce the subject-matter expertise that supports their specific missions and build their own public reading lists. Captain Wayne Hughes’ (ret.) Fleet Tactics: Theory and Practice should be required reading at the Naval Surface and Mine Warfighting Development Center. Personnel at Pacific Command and Pacific Fleet would benefit greatly from having read Captain Bud Cole’s (ret.) Asian Maritime Strategies. Those with the Fifth Fleet would be well served by David Crist’s Gulf of Conflict: A History of U.S.- Iranian Confrontation at Sea. Sailors will be more likely to invest time in reading if the publications singled out are clearly and specifically relevant to their responsibilities. Cultivating specific interests can build reading habits that support professional obligations.
Reading lists often suffer from a big drawback in that they solely consist of books. By confining lists to just books, other types of content are neglected. Reading lists should strive to include articles and recognize the value of media in other formats such as videos and podcasts. Stimulating content is clearly not limited to just written work in the form of books.
Digital content should be prioritized in order to maximize sharing and accessibility. It is admirable that the Chief of Naval Operations Professional Reading Program (CNO-PRP) launched in October 2012 purchased 22,000 books, created 420 lending libraries, and disseminated books across the fleet and around the world.7 But only the resources and influence of the CNO could make such a broad effort possible. If a more junior leader saw great value in disseminating a certain publication within their respective command, the cost of ordering enough books could be prohibitive. With the advent of e-books and audiobooks, writings that used to be only in book form can now be accessed electronically. Navy leaders should take their reading recommendations into the digital age and ensure that the majority of the content promoted can be accessed electronically.
NEWPORT, R.I..(Dec. 10, 2103).Cmdr. Daniel Dolan, deputy program manager, Chief of Naval Operations Professional Reading Program (CNO-PRP), Rear Adm. Walter E. Ted Carter Jr., president, U.S. Naval War College (NWC) in Newport, R.I., and professor John Jackson, program manager, CNO-PRP, participate in a collaboration of CNO-PRP books. (U.S. Navy photo by Chief Mass Communication Specialist James E. Foehl/Released).
Public affairs personnel have an important role to play in strengthening reading habits, as they often collect publications and disseminate them within their respective commands. Public affairs officers (PAO) should be highly interconnected with one another in order to facilitate sharing and awareness of publications. They should be familiar with the many organizations within the Navy in order to know which would benefit most from having read a certain publication. They must have a keen sense of relevance. Additionally, they should be familiar with the many news outlets, periodicals, think tanks, and other forums where issues of import to the Navy are being broached. Public affairs staff should be incredibly well-read and up-to-date on these outlets in order to sift through content in search of the gems that are worthy of sharing and dissemination. They can help build public reading lists. The roles and responsibilities of PAOs should be reviewed and appropriately modified to best connect commands to public discussions.
Solid reading habits will improve professionalism and connect the fleet. All writers are readers, but encouraging sailors to go from following the discussion to contributing to it poses a greater challenge.
Writing
“If you have not written much, I urge you to get started.”- Chief of Naval Operations Admiral John Richardson with Lieutenant Ashley O’Keefe,“Now Hear This- Read. Write.Fight.”8
What will ultimately compel sailors to turn a flash of inspiration or a deep seated curiosity into written work is the right intellectual culture and receptive leadership. The Navy must recognize sources of inhibition in order to mold culture and educate sailors on the process of writing. The Navy should develop a real system of incentives, feedback, and recognition to assimilate public discussion into its decision making and motivate individuals to write.
First, sailors must understand what they can write about. The answer is almost anything, and the call to write applies to everyone. However, the nature of what junior and senior leaders can write about differs. Junior leaders can produce effective critiques and local assessments as their fresh perspective allows them to recognize issues that more senior leaders may not detect. They enjoy plenty of latitude in regard to what they can write about. On the other hand, senior leadership operates under constraints that are not necessarily cultural. For example, flag officers cannot credibly publish work that ends with the disclaimer, “These views do not represent the Department of the Navy” because of their significant institutional responsibilities. But while they cannot openly challenge policies and programs, senior leaders can detail the important and interesting work they lead, reflect on progress, highlight obstacles overcome, and acknowledge challenges. There are many institutions working to make the Navy better. Public discussion will allow their stories to be told. Leaders should also be willing to justify and defend decisions in writing, much as they already do in testimony before elected officials. While it is understandable that the military need not operate as a democracy, public writing will allow junior and senior leaders to better understand one another and voice their honest concerns.
Classification presents a challenge. Protecting classified information is a responsible concern, but it encourages certain intellectual habits that inhibit the inclination to write. For example, individuals should not assume that everything of importance is being examined or discussed by somebody somewhere. Despite the numerous problem-solving and innovating institutions that contribute to the Navy’s future, there will still be issues that are not under review. Classification encourages this assumption because many sets of problems and their potential solutions qualify as secrets. This in turn may lead would-be writers to believe that because they do not have all the relevant inputs, their analyses would be critically flawed without compromising classified information. This may also create the insecurity that even if they do publish, there are those out there with access to classified material that could readily disprove them. These inhibitions must be overcome. Top priority must be placed on educating sailors on the regulations that affect public writing and showing them how to protect classified information while still publishing meaningful work.
The Navy must recognize the highly uneven intellectual culture within its institutions and communities. Academic institutions such as the Naval War College and the Naval Postgraduate School regularly publish high quality publications that should be read across the fleet. But in order to operationalize the CNO’s call to read and write, institutions across the Navy that do not traditionally publish must augment their culture in order to facilitate greater critical thinking and the willingness to put it into writing. The Navy should survey its various communities and commands to understand trends in the propensity of writing as well as reading preferences. STEM majors may differ in their inclination to write versus those educated in the humanities. Publishing habits may differ between the surface warfare community and the undersea community, officers versus enlisted, train and equip and operational, etc. Such a survey could reveal differences in intellectual culture and help aim targeted effort.
The Navy must assess the actionable value of exceptional writings, and be willing to turn written insights into decisions. People will write better and more often if they know there is real potential for their ideas to have an impact. Writers also very much enjoy receiving confirmation that they are actually being read. Where possible and appropriate, public affairs personnel should help writers learn where they are being read and by whom.
Writing should be actively promoted as career enhancing. The Navy should officially recognize written work as a professional accomplishment. The Navy can highlight where initiative in the intellectual sphere reaped rewards for the fleet in the past. The aforementioned reading lists can play a role in this by including publications that have made strong contributions to public discussions and fomented real change. Honoring those that have contributed brilliantly to public discussion and spurred real action with their writing will set a standard and show that leadership is paying attention.
Setting this strong standard is paramount. Rehashing common sense principles and stating the obvious is all too common in military writing. This is a symptom of an intellectual culture that favors conformity over originality. Writings should strive to inform, analyze, and provide insight. Discussions have context, history, and evolve through time. The prerequisites for making a meaningful contribution include a willingness to perform intensive research and the intellectual honesty to recognize the limits of one’s own understanding, where the latter guides the former.
Public failure must be made acceptable if there is to be growth. Negligent mistakes should be separated from genuine attempts to succeed. In the Navy today, sailors fail against one another in exercises, simulations, and other forms of competition. These are critical learning experiences that involve extensive feedback and reflection. That same honest willingness to help one another improve and become better warfighters should color the give-and-take of intellectual discussion. Yet these discussions should feature the intense competitive spirit that animates sailors to be at their best.
Meaningful writing will at times require standing up to one’s own institution, which is why it requires courageous leadership. But this requirement deters many would-be writers because military culture is not usually receptive to bottom-up challenges coming from within. Admiral Richardson recognizes this problem as he advocates that “…we need to ‘protect’ our best thinkers from a system that can be intolerant of challenge” and that “…senior leaders must not confuse respectful debate with disloyalty. Sometimes the junior person in the conversation may have the best idea.” This is an age-old problem that has hindered the Navy’s progress before. In an article series recounting the great frustration a young and persistently publishing William Sims experienced with an unreceptive Navy bureaucracy, Lieutenant Commander B.J. Armstrong made the important point that “Having senior leaders that listen, and who become the champions of the great ideas of their subordinates, is just as vital as having junior personnel with innovative ideas.”9 William Sims went on to become known across the fleet “the man who taught us how to shoot.” It would be ironic and to its own detriment if the Navy wanted bravery from its people in combat but not in thinking. Navy leadership at all levels must demonstrate that it is listening with intent.
Lastly, sailors need an understanding of the variety of outlets that are willing to publish their writings. Public affairs personnel can help by maintaining contacts with various editors and ensuring that regulations are being followed throughout the editorial process. It is important that at least several outlets be considered in order to afford writers flexibility since publishing practices and timelines can vary widely. When it comes to helping sailors get published and noticed, we feel we have a superior system here at CIMSEC.
CIMSEC’s Role
“CIMSEC is establishing itself as an intellectual powerhouse in maritime matters…”-Vice Admiral Thomas S. Rowden, “Distributed Lethality: An Update.”10
CIMSEC’s format and readership makes our community a strong player in public discussions on naval affairs, maritime security, the Asia-Pacific, and general defense and foreign policy. CIMSEC is unique in that virtually all of CIMSEC’s articles are by those who wish to use the website as a platform for their ideas, and not by our own cadre of dedicated volunteers.
CIMSEC publications feature a neutral, academically informed tone devoid of cynicism. Our non-profit status eases regulatory concerns. We have no paywalls, and our content is produced as a steady yet flexible stream rather than as a periodical. This allows us to rapidly engage with contributors. From first draft to final posting, getting published on CIMSEC usually only takes a few weeks and sometimes within days. Our monthly topic weeks allow us to focus attention and analysis on issues that are deserving of greater prominence, or engage the community in ongoing discussions on high profile topics. CIMSEC’s editorial team understands the issues and is always accessible to prospective contributors. We enjoy the great privilege of facilitating the ideas and writings of others.
We are especially proud of our audience. We count active, reserve, and retired naval personnel among our most dedicated readers and writers. CIMSEC contributors can rest assured that their publications are being read and shared by their peers across the fleet and other naval stakeholders, including institutions that are helping determine the future of the Navy.
Click to read.
This last point is proven through one of our recent successes. In February of this year, the Navy’s Distributed Lethality Task Force partnered with CIMSEC to launch a topic week. The Task Force produced the Call for Articles where it outlined various questions of value to the development of the distributed lethality concept that is guiding the Navy’s effort to reinvigorate its offensive anti-surface warfare capability.11 The response from the CIMSEC audience was tremendous. Twelve articles published a little less than a month later. The contributors included a mixture of active duty, reserve, and retired naval officers. They represented various communities from within the Navy, and rank ranged from O1 to O6. They addressed what Captain Peter Swartz (ret.) has described as “the essential questions of the profession,” namely “operations,” “techniques,” “force packages,” and “who should decide?” 12 Their insights were remarkable, and the Distributed Lethality Task Force’s partnership provided the assurance that they would be read by their target audience. Just a month later, our community succeeded again with a ten-article topic week on naval humanitarian assistance and disaster relief (HA/DR). In other publications, junior officers have challenged leadershipdevelopment practices, retired officers have drawn attention to lapses in institutional memory, and senior leaders have updated theirvisions of the future. CIMSEC’s ability to make significant contributions to public discussions of import to the Navy is proven.
We will be launching several initiatives to improve our ability to facilitate these critical discussions while reinforcing ongoing lines of effort. We will be releasing a CIMSEC reader survey to better understand our audience, solicit their feedback, and measure our impact. In addition to supporting our topic weeks, we will regularly post new Calls for Articles that solicit analysis on high profile developments and ongoing issues of interest to the CIMSEC audience. We will reach out to Navy institutions and commands to propose topic week partnerships and engage the CIMSEC community on their issues. We will continually update our PDF papers database with quality publications drawn from open sources and maintain it as a shareable learning resource. Finally, we will always maintain a link to the Write for CIMSEC page on our homepage to help prospective contributors get in touch with the editorial team and learn of the various ways they can contribute. By growing our efforts we hope to grow the discussion, and the Navy along with it.
Reading and writing will help sailors strengthen their appreciation of the centuries-old institution they proudly serve in. Robust public discussion will foment a constant learning experience that is as informative as it is problem-solving. However, it must be supported by vigilant self-awareness. Not only does there need to be public discussion on all things Navy, but there needs to be a discussion about how that conversation is being fostered and the value it contributes, just as the CNO has done. We need to read and write about reading and writing. Just as the Navy must always question the longevity of its advantages over adversaries, so it must also constantly reflect on the quality of its public intellectual debate. Just as the Navy seeks to draw as much value as possible from investments in people and machines, it should actively explore how to enhance and make the most of public discussions. These are not challenges to be solved by the end of one leader’s tenure or another’s. These are enduring imperatives that every leader at every level should be mindful of for as long as there is a Navy.
Dmitry Filipoff is CIMSEC’s Director of Online Content. Contact him at Nextwar@cimsec.org.
References
1. Admiral John Richardson with Lieutenant Ashley O’Keefe, “Now Hear This – Read. Write. Fight,” United States Naval Institute Proceedings, June 2016.
2. Ibid.
3. Fleet Admiral Chester Nimitz, “Address to the Japanese Training Squadron in San Francisco, August 1964,” Naval Historical Collection at U.S. Naval War College.
4. Admiral Jim Stavridis, “Read, Think, Write, Publish,” United States Naval Institute Proceedings, August 2008.
5. Ibid.
6. Jill R. Russel, “With Rifle and Bibliography: General Mattis on Professional Reading,” Strife Blog, May 7, 2013.
7. John E. Jackson, “Reflections on Reading #19: Fleet Feedback,” Navy Reading.
8. Ibid.
9. Lieutenant Commander B.J. Armstrong, “Expertise, Voice, Grit, and Listening…A Look at the Possible,” United States Naval Institute Blog, June 2012.
10. Vice Admiral Thomas S. Rowden, “Distributed Lethality: An Update,”Center for International Maritime Security, March 12. 2015.
11. Ryan Kelly, “Distributed Lethality Task Force Launches CIMSEC Topic Week,” Center for International Maritime Security, February 1, 2016.
12. Captain Peter M. Swartz (ret.), “Let Us Dare to Read, Think, Speak, And Write,” United States Naval Institute Proceedings, October 1998.
13. Joe Byerly, “Three Truths about The Personal Study of War,” From the Green Notebook, June 7, 2015.
Featured Image: (Jan. 30, 2010) Logistics Specialist Seaman Joshua Williams browses through books in the ship’s library aboard the aircraft carrier USS Dwight D. Eisenhower (CVN 69). (U.S. Navy photo by Mass Communication Specialist 3rd Class Bradley Evans/Released)
CIMSEC is proud to present the official candidates for our 2016-2017 Officer positions. All candidates who accepted their nomination and were existing members of CIMSEC are listed below for the position they are nominated for followed by their self-provided qualifications and goals. Elections will open on Monday, June 27, and close on Friday, July 1.
Having filled several roles for CIMSEC of both an editorial and administrative nature, I feel I have a good sense of the organization and the direction CIMSEC should take in the upcoming year. I believe strongly in what we are doing here and would not take the opportunity to build on the hard work and success of this year’s CIMSEC team lightly. CIMSEC will be my first professional priority.
Goals
– Expand towards a truly global perspective: CIMSEC has been fortunate to receive submissions from a variety of sources all over the world. The success and popularity of the recent India in the Asia-Pacific topic week shows that CIMSEC has the potential to expand our audience internationally. In the coming year, I will work to develop our international chapters and relationships. Possible projects include further topic weeks and content sharing partnerships with like-minded partner organizations. I plan to achieve this through direct outreach and a more focused social media effort.
– Further Scholarship: In the coming year, I would like for CIMSEC to host a writing competition for undergraduates. I would like to raise funds for a potential scholarship prize by working to increase donations and perhaps selling CIMSEC gear (pint glasses, t-shirts, notebooks, etc.) in an online storefront. By hosting such a competition, we can provide a platform for future maritime security thinkers and expand our audience in an academic setting.
– Invest in Membership, Officers, and the future: As a volunteer organization, we depend on the efforts of our officers to continue growing. I will continue current President Matt Hipple’s efforts to empower members to become contributors and contributors to become volunteers. I would also like to expand our international chapters and increase turnout at member events. In this way, we can best guarantee the future of CIMSEC.
Vice President Roger Misso
Qualifications
-Currently the incumbent, have seen the job for the past year and am ready to move out aggressively in a number of areas
Goals
-Institutionalizing our scholarship program, combined with a yearly fundraising campaign, to encourage younger participation in our maritime dialogues; -More multimedia products, to include videos and innovative uses of social media (some of our contributors are already doing this and we want to continue to be their hub); -Better connecting our membership throughout the world through meet-ups, virtual chats, and access to the facilities and materials they might need to both grow in knowledge and more fully participate in the great maritime debates.
Director of Online Content Dmitry Filipoff
Qualifications
– Selected topic week issues and led topic week production – Ensured new content was posted most weekdays
– Led CIMSEC editorial team
– Launched Write for CIMSEC page and Archives – Solicited and edited contributions from numerous experts
Goals
– Increase outreach to Coast Guardsmen, Marines, and service members of other militaries – More topic week partnerships – New Calls for Articles on current events – Expand international audience and writers
Director of Publications John Stryker
Qualifications
I will be a junior at the College of William and Mary this coming fall. I am pursuing majors in International Relations and in Hispanic Studies. In terms of my undergraduate education, I have background in international security, as well as a heavy dose of economics. I am additionally professionally proficient in Spanish.
I have worked with Matt Merighi and Dmitry Filipoff since last fall on publications. My work largely focuses on the fundamentals in production of CIMSEC compendiums, but I have also explored the complementary segments of compendium logistics and am myself looking to publish short- and long-form pieces on drug submarines. Finally, I am intrinsically detail-oriented, a characteristic I believe reflects well in publication.
Goals
– Better-develop a meticulous, standard compendium template to provide familiarity through uniformity and quicker publication that will churn out more pieces. – Increase coordination with the Director of Online Content to brainstorm ways to include more diverse online content in publication, expanding the “Publications” tab,and reaching a larger audience via PDFs that are easily distributed beyond single blog posts. – Engage the Director of Social Media to include publication in efforts to expand CIMSEC’s reach. – Work with other officers to query for and include less technical pieces in publication to engage audiences (such as myself) that are interested in naval issues, but can be overwhelmed by the specificity of our content; all of this of course without compromising this specialized work enjoyed by those in the field.
– Strive to improve CIMSEC and myself with hard work an eye to the future!
Director of External Relations Mina Pollman
Qualifications
My background is in Asian security affairs, and I look forward to bringing my particular interests in island disputes and defense deals to the table. I have developed my expertise in these fields through my coursework at Georgetown University, as well as my research and writings for The Diplomat and publications for various other think tanks. Through my work for The Diplomat and independent research projects, I have developed the professionalism and enthusiasm to reach out to and engage with experts and practitioners around the world. I believe this skill set will help me increase CIMSEC’s collaboration with various other outlets and organizations as Director of External Relations.
Goals
I would be interested in expanding CIMSEC’s list of “partnerships” and “suggestions.” I think there could be a greater focus on collaborating with organizations based in countries that are currently underrepresented. I also think a database of naval experts/professionals (including information such as their title, affiliation, research interests and contact information) could be a useful resource for members. I would also be interested in specifically soliciting pieces from female contributors.
Director of Social Media Christiaan Conover
Qualifications
For four years, I handled much of the U.S. Naval Institute’s social media – including the USNI Blog. In this position I became one of the early members of CIMSEC, and worked closely with a number of its members both on CIMSEC and other maritime security-related projects. I have also been in the U.S. Coast Guard Reserve for eight years, with whom I am currently a BM2.
Goals
First, get our existing membership more involved in the organization, both writing and community-building. This builds on latent potential and enriches our network.
Second, increase CIMSEC’s visibility on social media – this is an area in which much improvement can be found, and we owe it to our writers and editors to increase their exposure. Increasing involvement will do this naturally, but we cannot rely on our membership alone.
Grow the membership of CIMSEC, especially among enlisted and junior officers. We already have a large membership base, so while this IS important, re-engaging our already existing membership takes priority (and will likely aid this third priority).
Director of Membership Christiaan Conover
See above.
Director of Operations Jake Bebber
Qualifications
Cryptologic Warfare Officer, member of CIMSEC and frequent contributor.
Goals
Continue to expand CIMSEC’s role in the defense and maritime policy community.
I want to Make CIMSEC Great (Again? Still?)!
Treasurer Jeff Betz
Qualifications
Served as interim Treasurer from October 2015 – May 2016.
Goals
I plan to expand the financial partnerships that CIMSEC engages in so that we may offer additional contests, scholarships, and opportunities for engagement and dialogue amongst scholars and practitioners in the maritime security community.
Secretary
Ashley O’Keefe
Qualifications
Love making the Naval profession better. Several years of frequent publishing with both Proceedings and USNI Blog. I help with content solicitation and editing for the USNI blog, and helped start the Naval Constellation. MPP from Harvard Kennedy School, USNA English major. I love writing and helping other people write. I love being a SWO.
Goals
Want to help get new authors, help out the team in any way I can. Help expand the CIMSEC brand – it’s already great…and we can make it better!
CDA Institute guest contributor Peter Layton, a Visiting Fellow at the Griffith Asia Institute in Queensland Australia, offers his thoughts on Canada’s potential plan to acquire Super Hornets as a bridging capability.
Every country has an F-35 story it seems. Both Australian and Canadian force structure planning has been blighted by the aircraft’s problems and long delays. In 2007 Australia opted for a bridging capability – against Air Force advice – and acquired the F-18F Super Hornet. Canada now appears to be similarly considering a bridging capability, perhaps also against Air Force advice, and possibly acquiring Super Hornets.
Sounds much the same, at first glance. But Australian and Canadian requirements have some fundamental differences, and just as importantly time has moved on. 2016 is not 2007.
For Australia, the F-18F acquisition has been a good experience; the aircraft arrived on time and under budget. Neither are surprising in that the aircraft was an off-the-shelf buy rather than an F-35 developmental program. The in-service F-18A Hornet aircrew found converting to the Super Hornet easy and quick, with the US Navy (USN) training system providing a good head start.
The maintenance and support, however, was a much more complex matter. The current variant Super Hornet technology is considerably more advanced than the 1980s vintage Hornet. In many respects the Super Hornet’s technology is closer to the F-35 than the F-18A; it is really more of an F-35 Lite than a ‘super’ Hornet.
In being more advanced, the Super Hornet’s operating costs are much greater than those of the older Hornet. Apples to oranges comparisons are hard given different fleet sizes and other factors, but are probably more than twice as much per aircraft (see p. 120 of a recent Australian Strategic Policy Institute report). In this, a major project lesson learned by the Australian acquisition organisation is that, while off-the-shelf jets can be quickly acquired, “the establishment of a sustainment solution is a challenge and requires early management oversight.” Half the Super Hornet fleet had been delivered within three years but reaching the final operational capability state, when everything is bedded down, took 5½ years from government approval.
It must also be remembered that the F-18 that Australia and Canada bought was developed from the US Air Force’s (USAF) Lightweight Fighter technology evaluation program. The F-18 began life as an air-to-air fighter first and a bomber second. The F-35 is the reversewith air-to-ground the primary requirement and air-to-air secondary. By dent of excellent sensors, datalinks, stealth, and millions of lines of code, the F-35 overcomes the airframe deficiencies that arise from this upbringing, albeit at the cost of great complexity and perhaps a certain operational brittleness.
In contrast, the F-35 and the Super Hornet are both alike in being originally designed as strike fighters. Unsurprisingly, both offer broadly similar capabilities and neither are highly maneuverable dogfighters. In wars-of-choice such as fighting ISIS in Iraq the differences between the aircraft in terms of operational effect might be marginal.
Given this, maybe a Canadian Super Hornet bridging capability makes some sense. It would take the pressure off having to make an F-35 decision – at a time when the aircraft design remains unstable, maintenance systems are immature, operating costs uncertain, and the US’s chief tester is still publishingscary flight test reports. On the other hand, the F-35 program office is progressively addressing technical issues, unit costs are coming down, more aircraft have been ordered by various countries, and the USAF looks set to declare an initial operational capability this year.
Yet this might not be the kind of capability most want or are expecting. As more becomes known about the software, it seems that the F-35 might not be fully operationally ready until Block 4 is implemented. This Block may also see some key hardware changes, such as bringing the Electro-Optical Targeting System (EOTS) up to a suitable standard. Block 4 should be ready early next decade. Buying F-35s before then might mean expensive upgrades before they even enter delivery flight-test. Unfortunately for the F-35, buying later is always cheaper and always brings a better standard aircraft.
In Canada, another consideration is whether there will be a capability gap between the new fighters’ introduction to service and the last old Hornet retiring, by 2025 or even earlier. It should be recognised that the transition period will see a dip in capability and some years when deploying a squadron overseas would severely tax the RCAF, especially on the personnel front. Individuals can’t be at home bringing a new fighter on board while fighting offshore. Moreover 2025 is not far away in major project terms. It took Australia almost six years to fully bed down a technically well-understood, off-the-shelf fighter. The F-35 is in nothing like the same state; even if contracting this year, meeting the 2025 deadline would be a near-run thing if Canada wanted a seamless transition from one aircraft type to the other.
But hold everything. The F-35 program, while too big to stop, may not be too big to fail, at least in the air-to-air arena. (Its air-to-ground capabilities appear robust by comparison.)
Enter stage left the shadow of the future. Air superiority is becoming contested again in both East Asia and Europe. As the RAND Corporation warns, “continuous improvements to Chinese air capabilities make it increasingly difficult for the United States to achieve air superiority within a politically and operationally effective time frame.” The Center for Strategic and International Studies, considering China’s full range of defence capabilities – including its rapidly advancing fighter fleet– observes: ” at the current rate of U.S. capability development, the balance of military power in the region is shifting against the United States.”
In this vein, the USAF in Europe commander recently noted: “The advantage that we had from the air, I can honestly say, is shrinking.… This is not just a Pacific problem. It’s as significant in Europe as it is anywhere else on the planet … I don’t think it’s controversial to say they’ve closed the gap in capability.”
Most worryingly, USAF’s head office has determined that the “projected force structure in 2030 is not capable of fighting and winning against …potential adversary capabilities.” The growing fleets of F-35s in service with America and its allies seems inadequate to ensure air superiority beyond 2030. Future control of the air is in doubt.
What to do is uncertain. Whatever Canada buys now appears unlikely to be operationally viable in the air-to-air role beyond 2030 or so. The USAF is suggesting an expedited program to get some suitable ‘system of systems’ into service before then – maybe even 2025 – so air superiority can be maintained long term. What these systems might be remains unknown.
One option is for Canada to ignore this reality, press on and buy F-35s to replace the Hornets by 2025. This is not necessarily a bad approach. The F-35’s air-to-air capabilities might be doubtful long-term against advanced fighters but should be adequate for contributing to NORAD where the threats will hopefully be meager. The F-35’s air-to-ground capabilities should be suitable for participating in NATO and future coalitions of the willing. In this case, the American alliance will be primarily relied upon to ensure control of the air.
Some will say – probably correctly – that this sounds like spending vast sums of money to buy a second rate air combat force and that ‘hope is not a strategy.’ Yet Canada’s (and Australia’s and most European NATO nations) Cold War fighter contribution was arguably in this vein. But you have to ask if you’re buying a doubtful capability anyway, is there any reason not to go for the lower cost Super Hornet option then.
Another alternative is to buy say 30 Super Hornets now, retain 30CF-18 Hornets, and wait until mid-next decade to decide what to do. By then America’s intentions concerning new air superiority systems will be clearer and perhaps – a big ‘perhaps’ – Canada could buy into a long-term robust solution. This offers at least a chance Canada may remain an ally important for more than just geographical proximity. If however this air superiority path does not eventuate, is unaffordable, or not releasable to close allies, by the mid-2020s better and cheaper F-35 versions will be available to round out Canada’s fighter force in terms of numbers. Importantly, also by then, the F-35s operating costs will finally be known, allowing a more accurate assessment of whether a mixed fleet really is more expensive than a single type one. It may not be.
The later approach stresses hedging and is suitable for uncertain times but takes a dark view of the future where strategic circumstances are deteriorating. The other option is more of a big bet built on the hope the geopolitical situation in next few decades is better than seems to be likely now. The choice between these two options is not easy but indicates the F-35/Super Hornet issue is more complex than it seems at first. Which is more sensible? More pragmatic? Some deep thinking is required.
Dr. Peter Layton is a Visiting Fellow at the Griffith Asia Institute, Griffith University in Queensland, Australia. (Image courtesy of Staff Sgt. Aaron Allmon, U.S. Air Force.)
maintenance availabilities. This is affecting morale, material readiness, and retention. There is no easy solution to this political and economic problem, but Navy leaders can leverage new technology to make its Sailors and teams more effective while they are asked to ‘do more with less.’ One example of a new collaboration tool optimized for mobile use is Trello. New tools like Trello, combined with handheld technology, will help transform the effectiveness of the Navy team.
