The former chief of the US Army's Rapid Equipping Force suggests parallel tracks for innovation and execution.
By Russell Schuhart, Proceedings Magazine: “The U.S. military is primarily a meritocracy and rewards officers for succeeding in challenging assignments. A byproduct of this meritocracy is that some officers sometimes must balance the desire to advance with maintaining their sense of honor and individuality. Right at the fulcrum of this balance is the “company man.” He emerges at the 15- to 18-year point in a standard career, when the proximity to retirement begins to weigh heavily in career decisions ...”
By Steven Moffitt & Evan Ladd, Proceedings Magazine: “The innovation landscape, however, is changing. As near-peer adversaries become more adept at countering U.S. technology advantages and exploiting their vulnerabilities, the United States must be able to field solutions in response to threats to the assets on which it relies so heavily, particularly the military satellite communications (MilSatCom) program.”
From the White House to the Battlefield: Where Are Wars Lost?
By Arnold Isaacs, Modern War Institute: “The weakness of local allies is arguably the most important reason by far for the lack of success in American wars from Vietnam on.”