Category Archives: Strategic Outlook

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Asia-Pacific, Future War

The Implications of Simultaneous Conflicts in South Korea and Taiwan

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By Ki Suh Jung

On June 25, 1950, North Korean forces invaded South Korea, sparking the Korean War. The following day, President Harry Truman ordered U.S. air and naval forces to support South Korea’s defense, which the United States would soon thereafter bolster with ground forces. On the same day, President Truman directed the U.S. Seventh Fleet to the Taiwan Strait to prevent any conflict between the Republic of China (henceforth Taiwan) and People’s Republic of China (henceforth China), each of which had been vying to unify with the other under its leadership. Had China taken advantage of the U.S. focus on the Korean peninsula by launching a large-scale invasion of Taiwan (for which it had been preparing), U.S. leadership would have faced the difficult decision between leaving Taiwan to fend for itself or diverting resources from the Korean War to support Taiwan. Although the United States was able to deter China from invading Taiwan in 1950 despite its concurrent commitment of forces to defend South Korea against North Korean aggression, it may not be so successful today or in the near future given the current trend in the balance of military power. Therefore, South Korea and Taiwan must develop credible self-defense capabilities with an eye toward future North Korean and Chinese threats to better support the joint response effort with the United States, which may find itself engaging in a two-front conflict.

Today, both the Korean peninsula and Taiwan Strait remain as flashpoints. South Korea and North Korea are still in a state of war with each other, and the risk of a forcible unification with Taiwan by China has been increasing in conjunction with China’s growing assertiveness in both rhetoric and action. If South Korea is attacked again, the United States has already committed to “mutually meet the common danger,” as stated in the two countries’ mutual defense treaty. While the United States does not make a similar commitment to Taiwan – the U.S.-unilateral Taiwan Relations Act only states that the United States will “maintain the capacity…to resist any resort to force…on Taiwan” – President Joe Biden has thus far for Taiwan. Also, a recent survey showed that the majority of Americans would favor defending Taiwan with U.S. forces if China were to invade the island. Certainly, neither Biden’s statements nor the survey results equate to a shift in the U.S. policy of “strategic ambiguity,” but they do indicate that in a Taiwan Strait contingency, U.S. leadership will seriously consider the level of support for Taiwan, as it did during the mid-20th century.

If the challenges facing the United States in those flashpoint areas have largely remained unchanged, so have the opportunities for China. A future Korean peninsula conflict would consume much of the focus and resources of the U.S. military in the region, which China can exploit to attempt to solve the Taiwan question. However, a scenario in the reverse sequence is also plausible. If China’s leaders determine that a peaceful unification with Taiwan will not be possible by 2049 – the date by which the “rejuvenation of the Chinese nation” is to be achieved – they may decide to resort to force. If the United States commits forces in defense of Taiwan, North Korea may sense a weakness in the U.S.-South Korea alliance and also launch an attack on its southern neighbor. As China and North Korea are treaty allies, they may discuss, plan, and execute such a two-pronged attack specifically designed to split US forces. After all, in 1950, North Korean leader Kim Il-sung sought and received approval from China’s (and the Soviet Union’s) leaders prior to North Korea’s invasion of South Korea.

While there are presently no indications that a major conflict in the Korean peninsula is imminent or even brewing, the two Koreas have come close to war before, perhaps most recently in 2010 following the sinking of South Korean navy ship Cheonan and bombardment of Yeonpyeong Island. Even as South Korea’s president Moon Jae-in pushes for a breakthrough in inter-Korean relations in his final months in office, however, the two countries are seemingly engaged in an arms race, with North Korea recently having tested a hypersonic missile and South Korea a submarine-launched ballistic missile.

On the other hand, cross-strait relations have deteriorated in recent years and Taiwan has come to dominate the discussion surrounding the U.S.-China strategic competition. Amid revelations of U.S. forces training the Taiwanese military, Taiwan’s president Tsai Ing-wen has expressed “faith” that the United States would support the defense of the island. China has reinforced its vows for unification with Taiwan with its military aircraft’s incursions into Taiwan’s air-defense identification zone at an unprecedented frequency and numbers as well as military exercises in the vicinity of the island. And unlike in 1950, when the U.S. military was undeniably superior to China’s, China has embarked on an impressive modernization streak and has “achieved parity with – or even exceeded – the United States in several military modernization areas.” If China is determined to unify with Taiwan by force, it will most likely be undeterred by a U.S. show of force.

How can the United States best prepare for two simultaneous major conflicts in East Asia? The answers are numerous and range from posturing additional forces in the region to securing commitments from other allies and partners to deter aggression from North Korea and China. Another key mechanism that must not be overlooked is incentivizing South Korea and Taiwan to acquire the appropriate capabilities required to specifically defeat North Korean and Chinese invasion forces, respectively. For South Korea, that might include anti-missile systems, platforms to counter maritime special operations forces insertion, and advanced weaponry and equipment for its ground forces. For Taiwan, acquisition of anti-ship and -air missiles and hardening of critical infrastructure may be the wisest investments. Taiwan has previously been criticized for both lackluster defense spending and purchasing tanks and howitzers with questionable operational value in the face of the growing Chinese threat, but relevant defense investments become dire when accounting for the potential division in U.S. attention and resources towards multiple contingencies.

The purpose of this article is not to specify which equipment South Korea and Taiwan must acquire; rather, it is to emphasize that the military equipment they do acquire must be based on North Korea and China’s current and future military capabilities that are expected to be employed for an attack on South Korea and Taiwan. By acquiring appropriate capabilities, the two countries will significantly raise the risk of attack by their adversaries, perhaps to the degree that they reassess the likelihood of a successful invasion. At a minimum, by developing the ability for a self-sufficient defense, South Korea and Taiwan will be helping themselves by enabling the United States to employ its limited resources efficiently to support the defense of the two countries, especially if anticipating simultaneous conflicts.

The acquisition of “flashy” capabilities may be tempting in general and more so if they are perceived to signify an advanced military; however, all military equipment has a limited scope, and acquiring a specific capability creates an opportunity cost that prevents a country from acquiring another, more-justified capability. This is an especially important point to consider for South Korea and Taiwan, which have an aggressive neighbor whose stated policy is to unify with each country.

In both the U.S.-South Korea mutual defense treaty and Taiwan Relations Act, the United States effectively declared that peace and security in the Western Pacific is of national interest and it will strive to maintain them; but the United States cannot go alone, and it needs allies and partners. South Korea and Taiwan can support this common endeavor by investing in the appropriate capabilities vis-à-vis their adversaries’. Such deliberate choices are not for the primary benefit of the United States, but for South Korea and Taiwan themselves. History hints that in the future, the fate of the two countries might be more-closely-linked than currently realized. For the United States to support the continued security and stability of the two countries and the greater region, South Korea and Taiwan must themselves make wise decisions to bolster their security.

Ki Suh Jung is a U.S. Navy foreign area officer with experience in the Asia-Pacific. The views expressed are those of the author and do not necessarily reflect the official policy or position of the U.S. Navy, Department of Defense, or the U.S. Government.

Featured image: U.S.-made CM-11 tanks are fired in front of two 8-inch self-propelled artillery guns during military drills in southern Taiwan on May 30, 2019. (Photo via Sam Yeh/AFP/Getty Images)

Future War, Strategic Outlook

Leading Military Innovation, Past and Present

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By Mie Augier and Wayne Hughes

Introduction

Recently, senior decision makers and leaders, including the CNO, CMC, and SecNav, have expressed a belief in the centrality of military innovation and adaptation, and many commentators in think tanks and the press are promoting more military innovation for future readiness. Implicitly or explicitly, enthusiasms for innovation usually take one of the three following forms: emphasizing the nature of innovative thinking, the achievement of new innovations in military organizations, and establishing a culture of innovation.ii

These are overlapping issues. Recognizing their importance and talking about them is an essential beginning, because all three are needed, and they are intertwined. In this brief paper we intend to provide a discussion of, first, some aspects of the nature of innovation and why it is difficult; second, how successful organizations have innovated and adapted in the past; and third, the nature of thinking and action that undergirds innovation.iii

The Nature of Innovation

Doing things differently is difficult; but the heart of innovation is about first seeing things differently which is just as hard. Both involve making decisions under uncertainty and ambiguity, and embracing risk. There is a natural human instinct and inclination to want certainty about the future, but predicting a future is like “driving in the dark” as former Secretary of Navy Richard Danzig put it in 2011.iv If we base our decision-making on unrealistic assumptions about uncertainty, we are not likely to get things right. In addition, trying to base innovation on a predictable future can lead to endless debate because the discussions are unresolvable and will go on without end. Moreover, from the record of the past, the consensus of experts will be unreliable. N. N. Taleb in The Black Swan described the need to respond to unforeseeable events. P. E. Tetlock in Expert Political Judgment: How Good Is It? offered conclusive evidence that an expert’s power of prediction ten years in the future was “worse than that of a dart throwing monkey,” in other words, less reliable than a random choice.v 

Regardless, battle-changing innovations do happen. Here are three ways to help us cope with, perhaps even embrace, an unpredictable future:

Thinking about alternative futures. Thinking about alternative futures is a powerful way of enabling decision-making under uncertainty pioneered by Herman Kahn, and put into productive use by Andrew Marshall in many of his Office of Net Assessment studies. The reward of exploring alternative futures is the chance to uncover and adopt a strategy, new technologies, and new tactics suitable for all or most of them. For example, our future with China may be collaboration, competition, confrontation, or different kinds and levels of conflict. This has many implications, including that it may be possible to design one fleet that imperfectly supports an adaptive maritime strategy to keep the peace and support our East Asia allies.vi

Looking at historical trends. In addition to thinking about possible futures, looking at our pasts and our history to identify trends can be a useful way to navigate the seas of uncertainty. For example, the approach in Fleet Tactics and Naval Operationsvii  is to identify trends and constants in naval history. Because trends are likely to continue, they can guide the development of new tactics and technologies. For example, the trend toward smaller, faster, and more efficient computers and their growing applications is one that has a profound influence on information warfare. “COTS” (commercial off-the-shelf) technologies have had the biggest effect on computer technology. The same kind of influence and eventual dominance of commercially developed control systems is now affecting the growing power and flexibility of UAVs.

Studying successful innovations from the past.  Understanding the evolutionary processes enabling innovation can be useful indicators of what might work in the future, and how implementing innovation has proceeded, usually along a winding road. While it is tempting to look to business for learning how to innovate, there is much to learn from past innovation in many military organizations’ histories, indicating also that non-linear forward progress is the norm for effecting innovations.viii For example, aircraft carriers were developed before their coming dominance at sea was fully appreciated. Tanks had a checkered history: The British invented them; the French built high quality ones in large numbers; but the Germans exploited their tactical advantages with a new operational application, the Blitzkrieg. Vertical lift aircraft were notably inferior to propeller and jet-propelled aircraft, yet they revolutionized air and ground warfare.ix 

Note that great achievements at the combat level usually require both new technologies and new tactics, which are like two sides of a coin and often best enabled if guided by new concepts and new ways of thinking. Leaders must learn how to marry the quite different personalities of technologists and seagoing officers to accomplish big advancements.

Achieving Innovation in Military Organizations

Most innovations take place in organizations, or need organizations to generate new inventions. Organizations can help and encourage, but sometimes stifle, innovation. As organizations age and grow (and most military organizations are both quite large and old) they first develop routines, rules, and structures to improve efficiencies and get things done, but then the rules and bureaucratic processes often take a life of their own and multiply, resulting in organizational calcification.

As Secretary Gates perceptively noted in his discussion of why our bureaucracies often fail:  “[L]eaders … often encounter entrenched cultures that make real change difficult, as well as lower-level organizations resistant to guidance from the top, determined to preserve their piece of the cake and their status. Trimming organizational deadwood can be as challenging in the business world as in public institutions. It is a rare soul who has not been frustrated and maddened by multiple business bureaucracies—not to mention disastrous business decisions that cost jobs and create economic turmoil and heartache.”x

Commercial organizations and think tanks offer examples of innovative research (RAND in the 1950s and the early Bell Labs come to mind), and they can provide important inputs to military organizations and innovations. We can undoubtedly learn from how they organized and facilitated innovative research. But military organizations are not think tanks, whose product is thought and writing. Military organizations must also plan and act. Military organizations are different from commercial organizations, too. Both have an important competitive/interactive aspect. Businesses gain and maintain competitive advantages by making and selling competitive products. Military organizations need to gain and maintain competitive advantages too, but they are designed to destroy an enemy’s will to fight and his means of war. Despite the differences, there are things we can learn from studying the organizational mechanisms that have successfully supported innovation in different contexts, such as reducing administrative overhead, decentralizing the decision-making, and trying to avoid empowering middle managers with too many layers of approval. An example of the relevance of this approach in a military organization was Commandant and General Al Gray’s transformation of the USMC with a maneuver warfare way of thinking.xi He worked toward freeing up the people with ideas and protecting them from paperwork and bureaucracy. We also note that Secretary Mattis’ emphasis on combat readiness is intended to free people from unnecessary training and administration.xii

Organizations have adapted to changes in warfare in the past, as we suggested above with aircraft carriers, precision-guided weapons, and the atomic bomb. These innovations were not merely passive responses to change: many proactively created changes in warfare. Speaking about uncertainty and risk, someone once said, “If you can predict the future then I can’t change it.” Interestingly, many of the most important innovations helped shape a future by imposing change on the enemy, exploiting enemy weaknesses, and building on our strengths.xiii

Successful past innovations were often focused geographically with a specific enemy in mind. For example, the development of Marine amphibious assault doctrine and the vessels to achieve it grew out of Major Earl “Pete” Ellis’ study of the Pacific Islands and atolls the Marines knew they would have to seize in the event of war with Japan. The Israeli Navy swiftly developed small missile combatants armed with Gabriel missiles after the sinking (in 1967) of the destroyer Eilat with ASCMs fired from small, Soviet-built, Egyptian-operated, Osa and Komar missile boats. In just six years from a cold start, the Israeli Navy obtained the ships and trained crews to defeat the Egyptian and Syrian navies in the 1973 War. It was a great shock to the enemy and changed the nature of naval war in coastal waters.

The Importance of Nurturing Innovative Thinkers

Not everyone in the organization should be an innovative thinker. Many must excel in planning with existing capabilities and fighting. Most people prefer to do what they know they do best, and they can often easily measure and see the results of their work. Innovative thinking requires experimenting with what one does not know best and sometimes not at all. The fruits of such work are often more distant and uncertain. Organizations, to be adaptive, need both exploration with new ideas and ways of thinking (leading to new capabilities in the long run) and exploitation of existing ones. A problem arises when planners do not appreciate the necessary contribution of a few precious disruptive and innovative thinkers.xiv But if innovators alone dominate, then there is no one to plan the development, implementation, and tactics to exploit an innovation, often in ways quite different from the original intent.xv Leaders must know how to recognize, nurture, and listen to innovative thinkers and suppress bureaucratic impediments to “thinking differently.”

How do our organizations attract and make room for them, and cultivate innovators in organizations to help the constructive application of disruptive thinking? By attracting and fostering the careers of the future Arleigh Burkes, Al Grays, and Hyman Rickovers who have bold ideas. A few relevant aspects:

Recognizing and making room for disruptive talent. There is a great need to be open to creative individuals, those with ideas that may challenge the system and managers at times. As Colonel John Boyd noted in his testimony on military transformation: “First, we need to understand that throughout history the difference between brilliantly performing armies and mediocre ones has always depended on a small handful of combat leaders. Naturally, the military that manages to nurture a tiny handful of brilliant, innovative officers .. achieves great results… On the other hand, a military that suppresses said brilliant and unconventional young officers among them, who I might add tend to make life uncomfortable for seniors, is forced to grind out rigid, predictable battles with much blood and mountains of material.”xvi 

Creating unusual mixing. One can help fight against the organizational bureaucratic inertia by mixing teams of people in unconventional ways. Doing so demands creative leadership because there are centripetal forces at work. People gravitate toward those who are most like themselves, but we often learn more by interacting with those unlike ourselves. In academic and military educational institutions, leaders can take proactive roles in “mixing” people who may otherwise gravitate toward the institutional and intellectual comfort of those with the same beliefs.

The concepts and words we use matter. Successful military slogans like “distributed lethality” applied by the Surface Navy today has shown the way to innovative development in an organization that leads to unified technological and tactical development. “Attack effectively first” is another simple slogan of naval warfare with many applications that have been verified by past success in battle. The slogan has many nuanced implications and is a clue to how to win at sea today. It can guide technological, tactical, and organizational development in the future. The Revolution in Military Affairs is another identifier of technologies and tactics that had profound effects on all modern warfare and a concept that was intended to also emphasize the underlying intellectual and organizational changes needed, not just the technology.xvii 

Achieving Innovation in the Navy 

Innovation cannot be reduced to a check-off list, a blueprint, or a manual to guide creativity. Military doctrine manuals provide for unified strategic planning and tactical cooperation. That is different from innovation. Contrast Edison’s development of the electric light bulb with the multifaceted development of the Polaris submarine and missile under the leadership of CNO Arleigh Burke, who had the inspired idea,  the actions by Red Raborn in developing the missile, and Hyman Rickover in developing the submarine. Contrast both with the strange history of the development the tank in 1917 and its several applications to armored warfare. There is no one single process to guide success.

However, there are things naval leaders can do to foster innovative thinking and make their organizations more prepared to adopt new tactics and technology, including:

Guard against a no-defect mentality and fear of failure. The only way never to make a mistake is to never make a decision, in other words to do nothing perfectly. Innovative thinking will never be right all the time, so there has to be a system that encourages variations in ideas in order to swiftly accept, adopt, and assimilate the good variations.xviii Ironically, avoiding failures can lead to loss of opportunities to learn from failures and evolve. The advancement of naval aviation in the 1920s and 1930s is a case study in learning from false starts and failures while rapidly progressing to readiness for World War II. Senior leaders must also actively protect disruptive thinkers.

Have organizational structures in place to recognize innovative thinking that doesn’t fit the mold of preconception. The common mistake is preparing to fight the last war. Instead when a promising advancement is discovered, create shortcuts under a sense of urgency to get around the bureaucratic system. The early success of Navy Special Projects offices in the 1950s illustrates this, and so does the empowerment of Rear Admiral Wayne Meyer to develop the Aegis combat system by the Surface Navy leadership of Vice Admiral James Doyle.  

Emphasize that the most important characteristic to foster innovation is people. Advancement comes not from processes; or disciplinary lenses, or the “how to” manuals, or even advances in technology. The most important element in organizations and in warfare is the human element. As former Marine Corps Commandant General Robert Barrow noted, “In any institution or undertaking, the importance of people transcends all else.”xix Marine Combat University President General Bowers also noted (in his discussion of Wilson and Barrow), “You can get everything else wrong, but if you get the people right, you will be all right. Whereas you can get everything else right, but if you get the people wrong, you are going to be in trouble.”xx Leaders must proactively constrain middle managers who maintain the status quo with a “spreadsheet” mentality. 

Recognize and reward the best leadership styles. In addition to realizing that the most important element is the people chosen, we need leaders who stick their necks out for those willing to experiment and do things differently and provide top cover for the people who are implementing the new ideas, technologies, and tactics. In particular, leaders can help on issues such as: 

Experimentation. Experiment at sea with prototypes and first generation designs in the full expectation that second and third generation designs must be built to correct the early mistakes and smooth out shortcomings. Experiments can also lead to innovative ways in how organizations think and fight. Marine Generals Al Gray and Charles Krulak led many experiments in the early days of maneuver warfare before the concept was fully developed and adopted, experiments that were both intellectual, organizational, and operational.xxi 

Exploiting the creativity of youth by “getting out of the way.” Here are wise words regarding cyberwar from a Navy lieutenant: “The most talented graduate students at the best U. S. computer science and engineering schools are said to be those who leave before graduation in order to pursue venture capital or other commercial opportunities . . . [to pursue excellence in the Navy] administratively and organizationally reduce the various forms of friction that would inhibit those [young] individuals and teams within their cyber forces from innovating, developing, and deploying capabilities faster than the adversary force.”xxii Talented youth will be prominent in cyber war evolution, just as they rose to prominence in computer technology, as youthful combat leaders like William B. Cushing and J. E. B. Stuart in wartime, or as youthful classical music composers like W. A. Mozart and Felix Mendelssohn.

Building an organizational culture to support innovation and reward risk takers. It goes without saying there are limits and achieving a balance is one of the most challenging skills of leadership. Nevertheless, it is a lot easier to suppress innovation and risk-taking than to grow it. Leaders must be particular attentive to the handful of people who are willing to take risks and protect the intelligent risk-takers from thoughtless suppression because they are willing to dare.

Broadening peoples’ minds. Foster curiosity in the midst of good discipline. Cultivating open minds is a key responsibility of our military educational institutions. Retired VADM Patricia Tracey in an interview noted last year, while reflecting on her exceptional career, extolled her time in graduate school: “[E]ducation is about how does it all fit together? . . . How might you think about doing things differently?  . . .  I say just that time out in a thought-provoking environment to consolidate everything that you’ve experienced and draw meaning from it and expectations for what’s next . . . is invaluable to somebody who’s at some point going to have to deal in massive uncertainty.”xxiii The University of Chicago under Robert Hutchins actively promoted broad reading that helped broaden civilian minds. Military innovative thinkers such as General Gray and Secretary Mattis are famously avid (and broad) readers. Mattis said in 2003 when asked about the importance of reading, that while reading doesn’t give you all the answers, it lights up the path ahead and enables us to understand and learn from the past.xxiv

Conclusion

Secretary Danzig’s metaphor of “driving in the dark” is very relevant to the road to improve innovation amidst uncertainty, and it will not be a straight highway. Yet, notwithstanding the difficult nature of innovation and the inhibiting organizational processes that often suppress it, past successes suggest that we can indeed nurture innovators and grow innovations in the U.S. Navy. This will unavoidably accompanied by bruising the status quo ways of thinking. We have not discussed every aspect of success. Further dimensions to explore include how our educational institutions must help build more innovative and interdisciplinary thinking, and examining past attempts to innovate, including the failures, with an eye for their strategic, organizational, and tactical implications. 

Dr. Mie Augier is associate professor at the Graduate School of Business and Public Policy at the Naval Postgraduate School. She is interested in strategy, organizations, innovation, leadership, and how to educate strategic and innovative thinkers.

Captain Wayne Hughes, USN (Ret.) served thirty years on active duty, commanding a minesweeper, a destroyer, and a large training command. In retirement has taught, done research, and served as a Dean at the Naval Postgraduate School for over thirty years. He is a distinguished author of the U.S. Naval Institute.

Footnotes

i We dedicate this paper to Andrew W. Marshall, who continues to inspire us and who has tirelessly worked to improve innovation and innovative thinking in our organizations. We are grateful for the comments from Jim March, BGen William Bowers, VADM Ronald Route, and Andy Marshall on an earlier draft. Any remaining errors were produced without help.

ii We should also mention that while we draw mostly on Navy and USMC examples, other services have also begun important discussions on the topic, see for example: https://www.army.mil/article/173386/making_innovation_happen

iii Although our paper is largely conceptual in order to provide insights into the dynamics making innovation difficult but possible, we also include some practical examples / anecdotes on the basis of past success. Obviously, more research and reflections on the topic is needed, but we hope to indicate at least part of foundation and some fruitful lines along which progress can be made.

iv See, R. Danzig : “Driving in the Dark”, available here: https://www.cnas.org/publications/reports/driving-in-the-dark-ten-propositions-about-prediction-and-national-security

v Military leaders have also made similar points. Robert Gates for instance noted to West Point cadets: “When it comes to predicting the nature and location of our next military engagements, since Vietnam, our record has been perfect. We have never once gotten it right, from the Mayaguez to Grenada, Panama, Somalia, the Balkans, Haiti, Kuwait, Iraq, and more — we had no idea a year before any of these missions that we would be so engaged.” Secretary Jim Mattis (then General) also noted in a testimony to the arms services committee in 2011: “I think, as we look toward the future, I have been a horrible prophet. I have never fought anywhere I expected to in all my years.” These (and other) examples of our prediction capabilities noted here: http://foreignpolicy.com/2012/10/16/100-right-0-of-the-time/

vi Forces for such a strategy must demonstrate that we can deny China’s commerce and sink the PLA’s warships in its own home waters with a capability that takes the offensive in China’s Seas with highly distributable forces.

vii Naval Institute Press, April 2018

viii In particular given that the organizations ability to experiment and adapt to new innovations may be quite different in business and military organizations. This is not to say that we don’t think there is plenty to be learned from business organizations – for example, minimizing red tape, bureaucratic chain reactions and paperwork is clearly something business is better at. But when it comes to understanding how to implement innovations, as well as understanding the dynamics of the larger strategic environment and the adoption of innovations, studying military examples from the past might provide useful information (see, for instance, Williamson Murray and Allan Millet’s book on “Military Innovation in the Interwar Period”).

ix Other examples include: Nuclear ICBM’s changed all aspects of warfare. Cruise Missiles are teaming with and sometimes replacing strike aircraft because of their great range and endurance. UAV’s and Autonomous Aerial Vehicles combined with cyber warfare technologies are changing the nature of warfare as we write.

x R. Gates (2016): A Passion for Leadership, p. 5.

xi A discussion of the USMC maneuver way of thinking and its history is available here: http://grc-usmcu.libguides.com/c.php?g=756767&p=5426039.

xii https://www.militarytimes.com/news/your-military/2017/07/25/mattis-get-unnecessary-training-off-warfighters-backs/

xiii This also implies that we must spend a great deal of time trying to understand how our opponents think and how their organizations work, in addition to observing what they do.

xiv Organization scholar James March has long warned that this is a typical ‘competency trap’ of organizations and that we should pay particular attention to trying to nurture and nudge those willing to explore (see J. March, “Exploration and Exploitation in organizational learning”, Organization Science, 1991).

xv Designer of Predator, Abraham Karem, noted that his drones were built for the cold war, but its various employments has expanded seemingly without limit. https://www.airspacemag.com/flight-today/the-man-who-invented-the-predator-3970502/

xvi As Colonel John Boyd noted in his testimony on military transformation: “First, we need to understand that throughout history the difference between brilliantly performing armies and mediocre ones has always depended on a small handful of combat leaders. Naturally, the military that managers nurture a tiny handful of brilliant, innovative officers combat command achieves great results. … On the other hand, a military that suppresses said brilliant and unconventional young officers among them, who I might add tend to make life uncomfortable for seniors, is forced to grind out rigid, predictable battles with much blood and mountains of material.” The testimony available here: https://www.c-span.org/video/?17753-1/us-military-reform-oper-desert-storm

xvii Another example is the maneuver warfare of ideas, for years debated and discussed among Marines including writing (in a series of Gazette articles), to help clarify important dimensions of the concepts and ideas.

xviii As recognized for instance in the USMC Commandant’s call for innovative and disruptive thinkers: https://www.marinecorpstimes.com/news/your-marine-corps/2016/03/04/commandant-looks-to-disruptive-thinkers-to-fix-corps-problems/

xix As quoted in “Commandants of the Marine Corps”, edited by Allan Millet and Jack Shulinson, US Naval Institute Press, 2004, p. 456.

xx See BGen Bowers lecture on USMC commandants Wilson and Barrow and the reforms they led: https://www.youtube.com/watch?v=aJZCBg_SDLY

xxi A panel discussion of the history and some relevant aspects of maneuver thinking is available here: https://www.youtube.com/watch?v=RL4__NVYByw

xxii LT. T. B. Meadors (USN), First Gain the Victory: Six Strategic Considerations for Naval Cyber Forces, 2017, prepared for and disseminated by VADM Jan Tighe, USN, Deputy CNO for Information Warfare and Director of Naval Intelligence, p. 7.

xxiii Military Operations Research, V22, N1, 2017; page 75.

xxiv http://www.strifeblog.org/2013/05/07/with-rifle-and-bibliography-general-mattis-on-professional-reading/. A great discussion of the importance of broad reading in the military profession in general is P. v. Riper (2006): “The Relevance of History to the Military Profession: An American Marine’s View”. In W. Murray & H. Sinnrich (eds): The Past as Prologue. Cambridge: Cambridge University Press.

Featured Image: The X-47B on the deck of the USS Theodore Roosevelt (CVN-71) on Nov. 10, 2013. US Navy Photo

Future Tech, Future War

Establish a Seabed Command

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Seabed Warfare Week

By Joseph LaFave

The U.S. Navy got a lot of press in 2017, and a lot of it was negative. In the Pacific, there were two incidents where U.S. Navy ships collided with civilian vessels, and as a result 17 American Sailors lost their lives. In the wake of these incidents, report after report has come out detailing how the U.S. Navy’s surface fleet is overworked and overwhelmed.

After the collisions, several U.S. Navy commanders lost their jobs, and charges were filed against five Navy officers for offenses ranging up to negligent homicide. This is an almost unprecedented move, and the Navy is attempting to both satisfy the public outcry and remedy the training and readiness shortfalls that have plagued the surface warfare community for some time.

The point isn’t to shame Navy leadership, but rather to point out that the Navy’s surface fleet is terribly overworked. As a nation we are asking them to do too much. Reports show that while underway, Sailors typically work 18-hour days, and fatigue has been cited as a major factor in the collisions. While there may be a desire to generate more overall mine warfare capacity, it is unrealistic to expect the rest of the surface fleet to assume any additional burden for this mission area.

The surface fleet needs to refocus its training and resources on warfighting and lethality. Of all of its currently assigned missions, mine warfare in particular could be transferred to a seabed-specific command.

A Seabed Command would focus entirely on seabed warfare. It could unite many of the currently disparate functions found within the surface, EOD, aviation, and oceanographic communities. Its purview would include underwater surveying and bathymetric mapping, search and recovery, placing and finding mines, testing and operating unmanned submersibles, and developing future technologies that will place the U.S. on the forefront of future seabed battlegrounds.

Why It Is Important

The seabed is the final frontier of the battlespace. Even low earth and geosynchronous orbits have plenty of military satellites, whether they are for communication or surveillance, but the seabed, except for mines and a few small expeditionary vessels, remains largely unexplored.

There are several reasons for this. For one, it’s hard to access. While the U.S. Navy has a few vehicles and systems that allow for deployment to deep depths, the majority of the seabed remains inaccessible, at least not quickly. Since the collapse of the Soviet Union, this hasn’t been a huge problem. Except for in rare cases of submarine rescue, there has been little need for the Navy to deploy forces to extreme depths.

That is changing. Secretary of Defense Mattis has made it clear that in the coming years, threats from nations such as Russia and China will make conventional forces more relevant than they have been in the past 20 years. It is imperative that the U.S. Navy has a solution to rapidly deploy both offensive and defensive forces to the seabed, because right now it can’t.

While mine-hunting robots have been deployed to Arleigh Burke destroyers, it seems unlikely that in a full-scale war the Navy will be able to direct these assets to work full-time at seabed warfare. After all, they’re too valuable. The Arleigh Burke destroyer proved its mettle in Iraq; being able to place cruise missiles through the window of a building certainly has a deterrent effect. But this also means that any attempts to add mine warfare to the destroyers’ responsibilities will be put on the back burner, and that will allow enemies to gain an advantage on the U.S. Navy.

There is simply a finite amount of time, and the Sailors underway cannot possibly add yet more tasks to their already overflowing plate. It would take a great deal of time for Sailors onboard the destroyers to train and drill on seabed warfare, and that’s time they just don’t have. No matter how many ways you look at it, the surface fleet is already working at capacity.

What is needed is a new naval command, equipped with its own fleet of both littoral and deep-water ships and submarines, which focuses entirely on seabed warfare.

In this new command, littoral ships, like the new Freedom Class LCS, will be responsible for near shore seabed activities. This includes clearing friendly harbors of mines, placing mines in enemy harbors, searching for enemy submarines near the coast, and denying the enemy the ability to reach friendly seabeds.

The deep-water component will be equipped with powerful new technology that can seek out, map, and cut or otherwise exploit the enemy’s undersea communications cables on the ocean floor, while at the same time monitor, defend, maintain, and repair our own. It will also deploy stand-off style torpedo pods near enemy shipping lanes; they will be tasked with dominating the seabeds past the 12 nautical mile limit.

We have to be prepared to think of the next war between the U.S. and its enemies as total war. Supplies and the transfer of supplies between enemy countries will be a prime target for the U.S. Navy. We have to assume that in a full nation vs. nation engagement, the submarines, surface ships, aircraft carriers, and land-based aircraft will be needed elsewhere. Even if they are assigned to engage enemy shipping, there are just not enough platforms to hold every area at risk and still service the required targets.

For example, the U.S. will need the fast attacks to insert Special Forces troops, especially since the appetite to employ the Special Forces community has grown in the last 20 years. They will also be needed to do reconnaissance and surveillance. Likewise, the aircraft carriers will have their hands full executing strike missions, providing close air support to ground troops, working to achieve air superiority, and supporting Special Forces missions. Just like the surface fleet is today, the submarine fleet and the aircraft carriers will be taxed to their limit during an all-out war.

That’s why a seabed-specific command is needed to make the most of the opportunities in this domain while being ready to confront an adversary ready to exploit the seabed. Suppose that during a total war, the Seabed Command could place underwater torpedo turrets on the seabed floor, and control them remotely. A dedicated command could place, operate, and service these new weapons, freeing up both the surface and the submarine fleets to pursue other operations. Under control of Seabed Command, these cheap, unmanned torpedo launchers could wait at the bottom until an enemy sonar contact was identified and then engage. Just like pilots flying the MQ-9 Reaper control the aircraft from thousands of miles away, Sailors based in CONUS could operate these turrets remotely. Even the threat of these underwater torpedo pods would be enough to at least change the way an adversary ships crucial supplies across the ocean. If the pods were deployed in remote areas, it would force the enemy to attempt to shift shipping closer to the coast, where U.S. airpower could swiftly interdict.

The final component of Seabed Command would be a small fleet of submarines, equipped for missions like undersea rescue, repair, and reconnaissance. The submarines would also host saturation diving capabilities, enabling the delivery of personnel and equipment to the seafloor. Because these assets are only tasked with seabed operations, the Sailors would receive unique training that would make them specialists in operating in this unforgiving environment.

Conclusion

A brand new Seabed Command and fleet is order. It will be made up of both littoral and deep water surface ships, unmanned torpedo turrets that can be deployed to the ocean floor and operated from a remote base, and a small fleet of submarines specially equipped for seabed operations.

The U.S. Navy cannot rely on the surface warfare community to complete this mission; they are simply too busy as it is. While the submarine force might also seem like a logical choice, in a full-on nation vs. nation war, their top priorities will not be seabed operations. Only a standalone command and fleet will ensure America’s dominance at crush depth.

Joseph LaFave is a journalist covering the defense contracting industry, defense trends, and the Global War on Terror. He is a graduate of Florida State University and was an engineer at Lockheed Martin.

Featured Image: ROV Deep Discoverer investigates the geomorphology of Block Canyon (NOAA)

Strategic Outlook

The Next Great Space Race: From a Sprint to a Marathon

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NAFAC Week

By Madison Fox

In 2010, during a speech at the John F. Kennedy Space Center, President Obama ushered in a new era of American space exploration, marked by intense partnership with United Sate’s industry leaders.1 In the past, specifically during the Cold War Space Race of the 1960s, the United States’ achievements in space served as a bright beacon of the power of free markets, society, government, and innovation.2 Now, as tensions rise once again, and not only as space exploration but habitation become realistic possibilities, America will once again be called upon to lead. In this work, I hope to illustrate how the U.S. has done so thus far, and will continue to do so in the coming decades, with particular assistance from their most valuable resource, competitive innovation.

In the past decade, NASA’s budget has been on the chopping block. In fact, since 1993, NASA’s budget has never exceeded 1 percent of the federal budget; this is in stark comparison with 1966, when NASA received 4.41 percent of the entirety of the federal budget, it would seem the U.S. government no longer sees space exploration as a priority.3 Yet, many world-renowned scientists, businessmen, and even historians feel otherwise. The quest for space exploration has evolved to a quest for space habitation. The more humans learn about the universe we live in, the more aware we have become of our own precarious position in it. All of humanity’s achievements could come to a succinct end at the hand of any number of cosmological events, over which we have little to no control. While it may seem like science fiction or a doomsayer’s heedless cry, the possibilities are very real and must be considered in all their weight.

Threats to humanity are not solely man-made. While weapons of mass destruction are reaching far greater levels of effectiveness, possibly in space, Mother Nature maintains her own arsenal. The most obvious threat to humanity, and the threat that wiped out our predecessors on this planet, is an asteroid. The massive number of asteroids in our solar system mean that an asteroid strike is not just a possibility but highly probable; in fact, estimates put the likelihood of dying of an asteroid strike as high as 1 in 200,000, the same as dying in a passenger aircraft crash.4 As recently as 1908, a relatively small object, only 200-ft wide, landed in Siberia and brought with it the destructive power of 1,000 Hiroshima bombs, leveling 100 miles of forest.5 A mere 81 years later, a much larger asteroid passed within 400,000 miles of Earth, in a space Earth had occupied only 6 hours earlier. The effects of asteroids can be as “harmless” as a Hiroshima bomb or as harmful as Carl Sagan’s nuclear winter theory, and even extinction, as was the case with the dinosaurs.6 It is not  a possibility we can dismiss as sensational, but one for which we must actively prepare. But even if asteroids aren’t convincing enough, other threats like the reversal of Earth’s magnetic field, giant solar flares, and rogue black holes, all have strong precedence in scientific research and would lead to cataclysmic results for our home planet.7

Our realization of the Earth’s precarious position in the cosmos has been the gun that set off the next great space race: the race to Mars. No longer in the realm of science fiction, billions of dollars have been invested by both private and public entities to assess the feasibility of the red planet as a harbor for humanity. The leaders of the effort are NASA and SpaceX, who have been working together over the past decade, a true testament to American economic and scientific principles.8 There has, in effect, been a divvying up of responsibilities between NASA and corporate space enterprises. Companies like SpaceX, Lockheed Martin, Boeing, and Orbital ATK, have taken on the physical logistics of space travel, after NASA retired its space shuttle program in 2011.9 Since then, it has shifted its focus on to the research required to achieve successful and sustained life beyond Earth, and it has been effective in doing so. As Elon Musk, the founder and head of SpaceX stated, his company’s mission is to build a modern day Union Pacific Railroad, but it is NASA’s mission to promote the feasibility of moving “West.”10

In December of 2008, NASA awarded two of the most forward thinking corporations in the world, Boeing and SpaceX, contracts for completing cargo shipments to the International Space Station.11 While the companies are perfecting their spacecraft, NASA has relied on Russia for transport to and from the American-funded and Russian-built International Space Station. Since 2006, the United States has been paying Russia for seats in it spaceship, Soyuz, the only spaceship on Earth able to transport humans to and from the ISS.12 In 2007, NASA was paying $21.8 million per seat for a ride in the Soyuz.13 In 2011, however, when NASA grounded its shuttles, prices skyrocketed, with the most recent estimates coming in at roughly $81 million for a 2018 seat.14 As tension builds, it is high time the United States took its mark in the next great space race.

World War II enlightened man to his own destructive power, and resulted in the Space Race of the 1960’, a quest for faster, cheaper, better missiles to dominate outside threats. In this present environment, with tensions between nations and ever increasing offensive capabilities, and Mother Nature in all her power and unpredictability, it is no longer a question of if the United Sates will compete in the next great space race, but how. Gone are the days of 250,000 miles, the distance to the moon; the next space race will measure around 250 million miles, the distance from our home planet to our neighbor, Mars.15 Only through sheer human ingenuity will man achieve such a goal, and it is the economic, scientific, and social climate of the United States that will allow us to break the ribbon across the next finish line of human exploration.

Madison Fox is a junior at The College of William & Mary. She has spent the past academic year studying abroad at Oxford University, resulting in a deep respect for both pubs and America. Upon graduation, she intends on pursuing a career in financial consulting and to eventually earn MBA. 

Citations

Grush, Loren, The biggest lingering questions about SpaceX’s Mars colonization plans. The Verge, September 28, 2016. http://www.theverge.com/2016/9/28/13087110/spacex-elon-musk-mars-plan-habwwharton.upenn.edu/live/news/1619-the-implications-of-the-privatization-of-space#.

References

1. Barack Obama, ” REMARKS BY THE PRESIDENT ON SPACE EXPLORATION IN THE 21ST CENTURY” (speech, John F. Kennedy Space Center, Merritt Island, Florida, April 15, 2010), NASA.

2. Barack Obama, ” REMARKS BY THE PRESIDENT ON SPACE EXPLORATION IN THE 21ST CENTURY” (speech, John F. Kennedy Space Center, Merritt Island, Florida, April 15, 2010), NASA.

3. Shi, Lina. “The Implications of the Privatization of Space Exploration.” Penn Wharton, University of Pennsylvania, Public Policy Initiative.

4. Stephen, Petranek. “10 Ways the World Could End.” Filmed September 2002. TED video, 29:42. Posted September 2007.

5. Stephen, Petranek. “10 Ways the World Could End.” Filmed September 2002. TED video, 29:42. Posted September 2007.

6. Stephen, Petranek. “10 Ways the World Could End.” Filmed September 2002. TED video, 29:42. Posted September 2007.

7. Stephen, Petranek. “10 Ways the World Could End.” Filmed September 2002. TED video, 29:42. Posted September 2007.

8. Loren Grush, The biggest lingering questions about SpaceX’s Mars colonization plans. The Verge, September 28, 2016

9. Shi, Lina. “The Implications of the Privatization of Space Exploration.” Penn Wharton, University of Pennsylvania, Public Policy Initiative.

10. Loren Grush, The biggest lingering questions about SpaceX’s Mars colonization plans. The Verge, September 28, 2016

11. Shi, Lina. “The Implications of the Privatization of Space Exploration.” Penn Wharton, University of Pennsylvania, Public Policy Initiative.

12. Dave Mosher and Skye Gould, Introducing NASA is paying Russia more than $70 million to bring an astronaut home in this spaceship tonight (Business Insider, September 6, 2016)

13. Dave Mosher and Skye Gould, Introducing NASA is paying Russia more than $70 million to bring an astronaut home in this spaceship tonight (Business Insider, September 6, 2016)

14. Dave Mosher and Skye Gould, Introducing NASA is paying Russia more than $70 million to bring an astronaut home in this spaceship tonight (Business Insider, September 6, 2016)

15. Petranek, Stephen. “Your kids might live on Mars. Here’s how they’ll survive.” Filmed March 2015. TED video, 17:14.

Featured Image: SpaceX’s Falcon 9 Heavy first stage land landing. (Photo: SpaceX)