By Everett C. Dolman, Strategy Bridge: “The American military is infatuated with the latest business models and their potential application for war. Bureaucracies are not agile organizations, as a rule, and just as the Pentagon institutes the previous decade’s top-selling business management method, it seems corporate America has already moved on to the Next Big Thing.”
By Daniel Gouré, RealClearDefense: “Predicting the demise of amphibious warfare has been a hobby for many military historians, defense analysts and even veterans. The advent of new military capabilities, such as jet aircraft, quiet attack submarines, ballistic and cruise missiles, long-range intelligence, surveillance and reconnaissance and, of course, nuclear weapons, repeatedly caused the U.S. defense establishment to question the feasibility of large-scale amphibious operations. Most recently, critics point to the rise of so-called anti-access/area denial (A2/AD) capabilities.”
By Joseph Caddell & Robert Stiegel, War on the Rocks: “The dichotomy of “innovate or die,” however, assumes that we are destined to do either one or the other. But one can innovate and die or misinnovate and die. While there certainly are ample “innovate or die” examples in intelligence history, there are also ample examples of innovations — or what we might a call misinnovations — yielding equally disastrous results.”
Communication, and Critical Thinking in Tomorrow’s Military Leaders
By Rick Montcalm, Modern War Institute: “The future operating environment is not only complex, but unpredictable and potentially unknowable. That this prediction has been repeated so often as to risk making us numb to its significance—it is highlighted repeatedly in the Army Operating Concept and draft concept for Multi-Doman Battle—does not make it any less true. To succeed in such an environment, the Army will increasingly require leaders at all levels to demonstrate initiative to identify and exploit temporary windows of advantage while creating multiple dilemmas for the enemy.”