July 3, 2018

The Case for Joint Force Acquisition Reform

This article calls attention to the flaws in the Defense Acquisition System (DAS) which promote competition rather than cooperation. The authors argue that the Services are motivated by parochial incentives which do not align with the combatant command structure despite the jointness imposed by the Goldwater-Nichols Act of 1986. In order to empower Combatant Commanders and the Joint Staff with early and direct influence over materiel development, the DAS must be reformed. The Services must act as agents working in alignment with the combatant command structure, and Service procurement budgets must allow for greater flexibility to promote Joint Force development.

July 3, 2018

Transregional Capstone Exercise: Training for Tomorrow’s Fight

This article proposes a Transregional Capstone Exercise to address shortfalls in Joint Force training against potential challenges from Russia, China, Iran, North Korea and others. This article proposes four training objectives and a concise framework for regular exercises to help fulfill the Chairman’s vision for the Joint Force, and satisfy the need for all combatant commanders to anticipate transregional, multifunctional, and multi-domain conflict in a global scenario. Despite the logistical challenges and lack of transregional doctrine, these exercises would set the Joint Force on a trajectory to defend the U.S. against the transregional threats of tomorrow.

July 3, 2018

568 Balls in the Air: Planning for the Loss of Space Capabilities

This article explores the integration of space capabilities and explains the strategic, operational and tactical risks the U.S. military has assumed as a result. The authors recommend that joint warfighters of the future begin to prepare now, with continuity plans when space is denied, degraded or disrupted. Failure to consider such risk factors could lead to severe degradation of U.S. military capability with disastrous results. Measured in terms of lives lost, such a failure would be reminiscent of wars fought in the pre-digital age. However, losses on this scale are simply unacceptable, especially when this risk can be mitigated.

July 3, 2018

The Future of the Aircraft Carrier and the Carrier Air Wing

What is the future of the aircraft carrier for the U.S. Navy? Based on a variety of threats ranging from computer systems vulnerable to hacking, China’s latest ballistic missiles, the proliferation of quiet attack submarines and the spread of nuclear weapons, you could argue the carrier may someday become obsolete. Others predict that carriers will continue to perform many of the same missions as they’ve always done. In any case, the U.S. Navy should rethink joint warfighting concepts in strategic as well as technological terms and figure out what this means for the carrier fleet and associated carrier wings.

July 3, 2018

Strategic Shaping: Expanding the Competitive Space

This article presents a new concept called Strategic Shaping, an integrated whole-of-government approach which targets an adversary’s strategic intentions, disrupts their political calculus, and thus deters them from military action. The idea is to present multiple, complex dilemmas to an adversary’s leadership and remove their sense of control over the situation. Strategic Shaping will help the U.S. defense establishment maintain military advantage prior to or during a crisis with major competitors such as China and Russia, both of whom have recently exploited advantages below the threshold of armed conflict to accomplish their strategic objectives.

July 3, 2018

Intelligence in a Data-Driven Age

In this article, the authors explore alternative methods to create long-term competitive advantage by increasing collaboration between the intelligence community and machines, with an emphasis on artificial intelligence and machine learning. The intelligence community is battle-trained if overworked as a result of continuous operations since 2001, and its technological advantage may be at risk because intelligence systems are collecting data in too many disconnected and diverse formats, and relying on systems that are disconnected, non-standard or inaccessible. Nonetheless, artificial intelligence and machine learning will be instrumental to increase the effectiveness of future intelligence analysts and to sustain our competitive advantage.

July 3, 2018

Executive Summary

How well does the U.S. military transform? When are the best time and circumstances to change how the joint force does business? In search of some answers, I came across a short but powerful article written a few years ago by two consultants to the United Kingdom Ministry of Defence, David Chinn and John Dowdy. They conducted a survey in December 2014 of “almost 1,000 leaders and senior employees in more than 30 U.S. Government agencies and found that only 40 percent believed that their transformation programs succeeded.” Even though these results do not seem heartening to those “change agents” among us, their research suggests how to change one’s military even in a period of budgetary pressure, as was recently experienced in Europe and the United States. In fact, as of this writing, the Budgetary Control Act (or so-called sequestration) is still in force, but the Department of Defense budgetary outlook is fairly bright. So, if we needed to do some thinking when money was tight, should these suggestions not be applied as the situation improves? Let’s take a minute to see if this is the case.

April 19, 2018

Paradigm Change: Operational Art and the Information Joint Function

The need for this addition to the joint functions has become increasingly obvious to military leaders over time. It reveals itself in the difficulty of addressing gray zone challenges. During a recent effort by the Joint Staff to update Joint Publication (JP) 3-13, Information Operations, leaders recognized that the joint force was already attempting to use information as a function and that the time to institutionalize information as a function was therefore overdue.

April 19, 2018

Globally Integrated Exercises: Optimizing Joint Force C2 Structure

The limitations in the Globally Integrated Exercise construct should not dissuade its utilization. Like any new concept, it requires the necessary time, space, and iterations to meet the Chairman’s intent. There is no shortage of recommendations for tackling the globally integrated operations challenges.

April 17, 2018

Preparing for Tomorrow’s Fight: Joint Concepts and Future Readiness

Military forces that quickly adapt to change usually prevail. It is difficult to adapt in the near term, more so when there is an extended time horizon, but not adapting can exact a heavy toll in blood and treasure. The high cost of not adjusting to new situations underlies the stereotypical conservatism of military organizations, and it is borne in their propensity to lean heavily on the lessons of the last war and eschew radical change. But those who do not try to anticipate change risk surrendering the initiative on the future battlefield.