(Defense News) To Trae Stephens, a partner at the Silicon Valley venture capital firm Founders Fund and the chairman of tech company Anduril Industries, risk-averse leaders at the Pentagon — for sticking to their “go slow” approach — are like “dumb gamblers.”
By Sydney J. Freedberg Jr.,
“Ultimately that is what this is all about, why I get up every morning, that’s why AFC exists: to make sure, not today’s soldier, but our kids and our grandkids have the core concepts, the organizational structures, and the capabilities they need to fight and win on a future battlefield,” Gen. Murray said, “or even better yet not to fight at all, because there is nobody in the world in the future that would ever take on the United States in ground combat, because we have done our job so well.”
By Zachery Tyson Brown, RealClearDefense: “The United States Intelligence Community is charged to help national leaders make informed decisions. In the nearly three-quarters of a century since its modern incarnation at the close of the Second World War, it has grown huge through cycles of incremental, if often incoherent, reform. But its structural—and more importantly, its intellectual—model has been remarkably resistant to adaptive change. Today, it is operating from within an increasingly anachronistic paradigm, leading critics—myself among them—to sound alarms of looming obsolescence.”
(Breaking Defense) For Maj. Gen. Cedric Wins, when the organization he’s led for 31 months changed its name, its mission, and the four-star headquarters it works for, it finally found the answer to a question it – and the entire Army – have been struggling with for at least 16 years.