Friday, June 29, 2024

Feedback and Discussion

Is there a connection between your strategic and tactical assertions?
Wayne P. Hughes, Jr., Captain USN (Retired), Professor Naval Postgraduate School, Monterey CA

Alfred Thayer Mahan is often described as America's greatest naval strategist. Wayne Hughes is America's greatest naval tactician, and what a cool treat it has been to ask Captain Hughes to answer the question that has been 50 years in the making.

I have a fairly long history of discussing the 600 ton $100 million corvette - particularly in 2009 when I basically wrote about that topic every other week. I can't think of a topic better suited for Information Dissemination than one that discusses the potential value of the $100 million corvette to the US Navy.

Would 64 corvettes cost more to man, maintain, and operate than say 4 DDG-51s? Absolutely. But the better question is whether the cost of manning, maintaining, and operating 64 corvettes be better use of investment in the fleet than 4 DDG-51s, and for reasons that would require it's own series of blog posts - my answer to that question is absolutely.

1 DDG-51 costs $2.2 billion. 1 LCS costs $550 million. If the US Navy could field a well armed corvette for $137.5 million, 64 corvettes would equal 4 DDG-51s or 16 LCS. In my opinion, right now the US Navy would be super smart to build the 64 corvettes instead of 16 LCS - meaning build 32 Littoral Combat Ships, 64 corvettes, and 8 large motherships (if new, specialized for supporting LCS module repair and corvette logistics and aviation support).

And btw, I'd take a serious look at those 8 combat logistics ships I mentioned as being conversions of the Whidbey Island class, because in my opinion that would be a 13 ship squadron built to be a true littoral warfare capability.

What should the US Army be contributing to AirSea Battle?
Dr. Andrew Exum, Senior Fellow at the Center for New American Security

Dr. Exum is a smart guy. If he struggles to answer the question, I think it accurately reflects the struggle the Army is currently having answering the same question. The key here is that I think the Army looks at AirSea Battle and is convinced their input must be in the context of China to be relevant. That's the fatal flaw, because it is absolutely true that the Army has little to offer AirSea Battle if it is 100% about the Pacific region. Libya has already chipped a hole in the 100% theory, so it's time the US Army starts thinking about AirSea Battle in the context of something other than the 'big one' with China.

In the comments of that post, John Maurer, Chair of the Strategy and Policy Department at the Naval War College, and a man I really should know but do not, observed keenly the following:
A big part of the Army's problem today is that it is on a certain level a victim of its own success.  One of the major reasons that potential enemies of the United States have been investing heavily in A2 technologies is to avoid having to fight the United States' Army-Air Force combination in a straight-up fight...  The biggest mission going forward for the US Army is to continue providing what it has provided for the last 30 years - assured conventional escalation dominance over any conceivable adversary.
I agree completely with this, and I would add one final thought to going forward in what is turning into a maritime century.
"The United States is to all intents an insular power, like Great Britain. We have but two land frontiers, Canada and Mexico. The latter is hopelessly inferior to us in all the elements of military strength. As regards Canada, Great Britain maintains a standing army; but like our own, it numbers indicate clearly that aggression will never be her policy, except in those distant regions whither the great armies of the world cannot act against her, unless they first wrench from her control of the sea. No modern state has long maintainer a supremacy by land and by sea, -- one or the other has been held from time to time by this or that country, but not both."

-- Alfred Thayer Mahan, "The Interest of America in Sea Power, Present and Future," Chapter VI: "Preparedness for Naval War" p.113
If the US chooses to have priorities in defense strategy in the 21st century, it is entirely possible to grow naval power and reduce the size of the Army - and this would be the natural state of things. Is it possible for political leaders to make that choice? Is it possible for Army leaders to concede that choice? Is it possible for the Army to assure conventional escalation dominance over any conceivable adversary in that environment? For that last part to be true, we will need a different US Army in 2020 than we have in 2012, and that US Army in 2020 will have a far more robust and ready answer to the question I posed to Dr. Exum.

When matching the strategic objective of preventing war to resources, can the US Navy prevent war in the 21st century, and if so, how?
Jan Van Tol, Senior Fellow at the Center for Strategic and Budgetary Assessments

The Navy is reevaluating the Cooperative Strategy for 21st Century Seapower, so I naturally wanted to get someone who has been critical of that strategy to write about it. I've been thinking a lot today about this piece from Bryan McGrath and this piece from Jan van Tol and Bob Work as a result of this article.

I have no idea if sequestration will be a reality or not, but I do know FY14 and FY15 are going to cut into the DoD budget significantly with or without sequestration. Every choice is going to be hard. The only question the CNO must answer is whether he is ready to publicly declare priorities, and fight publicly for those priorities. The first part is hard because it means disruption and prioritization within the three big Navy communities: surface warfare, underwater warfare, and naval aviation. The second part is even harder, because it asks the CNO to do what no one has ever been able to do in the Goldwater Nichols era - it requires one service to declare itself a higher priority to the National Defense of the United States with a strategic argument why. Goldwater Nichols has made the joint force tactically and operationally brilliance, and we have been strategically adrift over that entire period of time. If that doesn't change, the decline in the DoD will never end and will be an issue regardless of the size of budget. The Mahan quote above applies as much in this discussion as it does the one above.

Jan van Tol has asked several important questions and highlighted what the priorities are. The picture captions he sent in are spot on: between an aircraft carrier and a hospital ship, which ship prevents war? When asking how the Navy can provide the leaders of the United States a political capability to influence events in the world, is the answer a technological capability for combat, or an operational capability for influence? Would one more technology on a DDG-51 multipurpose vessel significantly change events today in Syria, or would a squadron that allowed me to put MK VIs, corvettes, and Littoral Combat Ships closer to shore - supported by AEGIS ships behind them - engaging the population at sea and insuring information dominance by sea provide the nation with more political leverage? Will the next maritime strategy prioritize choices to insure the Navy provides the maximum number of choices to leaders? It is yet to be determined, but the CS-21 didn't do that.

What is the potential and what are the challenges the Navy faces in fielding a UCLASS to the fleet?
J. Randy Forbes, Congressman from Virginia's fourth district, Member of the House Armed Services Committee and Chairman of the Readiness Subcommittee

In my opinion, the great debate in the Navy today is in regards to finding the right balance between quantity and quality, and while that debate is most often taking place in regards to surface warfare specific to ship numbers, it exists in the submarine community with the ever increasing high cost of nuclear powered attack and ballistic missile submarines, and naval aviation in the form of the future Carrier Air Wing.

I strongly believe the F-35C has not only sucked all the innovation out of the carrier based naval aviation community today, but it has sucked all the money out of the naval aviation overall heading into the future. Congressman Forbes notes it may cost up to $1 billion to accelerate the UCLASS program of record. Well, in the context of the F-35C, that's the annual cost increase of a program that has a never ending list of problems specific to promises unlikely to be kept regarding capabilities.

I do not know if UCLASS can meet existing objectives for the program in the next ten years. My sense is unmanned systems in the Navy is always harder than initially believed, at least that is what is painfully obvious in regards to unmanned underwater, unmanned surface, and even unmanned aviation systems to date. I do believe however that if the Navy wasn't sinking every last dollar into the F-35C, because the superiority of the US Navy is unlikely to be yielded in the next decade, the Navy would get more mileage with multiple UCLASS programs while holding the CVW line with Super Hornets than the Navy would get with continued investment in the F-35C.

The Navy has passed all cost threshold red lines for the F-35C. I have no idea how the program will fit into the FY14 and FY15 budget, but it's entirely possible a cut in the buy of F-35Cs is coming in the next budget simply because the money isn't there to absorb the cost increases anymore. Admiral Greenert has described these kind of moments as an "inflection point," but from a budget perspective it is a tipping point by any metric.

It will cost the Navy $44 billion just to build 340 F-35Cs. The Navy could build 12 plane Super Hornet squadrons for $20.4 billion and take the remaining $24 billion and innovate UCLASS, and save money in maintenance and operations while ending up with more aircraft.

Which approach is the best use of resources for the nation and the US Navy? Is the F-35C ever going to be able to represent the value relative to it's enormous cost? It's nearly impossible to believe the aircraft ever could, particularly if the $24 billion investment used in the development of UCLASS choices enables a much more dynamic air wing with a much broader set of capabilities.

Thursday, June 28, 2024

What is the potential and what are the challenges the Navy faces in fielding a UCLASS to the fleet?

Today's guest is J. Randy Forbes, Congressman from Virginia's fourth district, Member of the House Armed Services Committee and Chairman of the Readiness Subcommittee.

What is the potential and what are the challenges the Navy faces in fielding a UCLASS to the fleet?

It is a pleasure to contribute to the 5th Anniversary celebration of Raymond Pritchett’s Information Dissemination. As an advocate for seapower, I have long regarded this blog as one of the most important hubs for naval discussions.

While a carrier-based unmanned aerial vehicle is known by many names (J-UCAS, X-47B, UCAS-D, and UCAV, among others), the current program scheduled for initial operating capability in 2020 is known as UCLASS, or the Unmanned Carrier-Launched Airborne Surveillance and Strike platform. To understand the potential of UCLASS, as well as the challenges this program faces, we must first take a step back and look at the role the nuclear powered aircraft carrier (CVN) and its associated Carrier Air Wing (CVW) will play in tomorrow's naval strike missions.

For seven decades the carrier has served as the modern-day “capital ship” of the U.S. Navy, routinely adjusting to the prevailing security environment to offer Washington's decision-makers a range of diplomatic and strategic options. Now, as new challenges to America's power projection capabilities have developed, including anti-access/area-denial (A2/AD) capabilities like the anti-ship ballistic missile (ASBM), another round of carrier innovation is necessary to ensure American presidents retain a viable power projection option in the CVN when a crisis arises.
The carrier’s enduring utility to strategists can be attributed to its mobility, operational flexibility, and modularity. First, a CVN provides U.S. policymakers with unlimited mobility. In an unpredictable and competitive global environment, America’s 11-carrier fleet gives it the capacity to deploy two or three CVNs to the Pacific and Indian Oceans at the same time. This provides the commander-in-chief a constant symbol of strength to project America’s intentions to both friends and competitor states during, for example, missile tests on the Korean Peninsula, tensions in the Straits of Hormuz or South China Sea, or elections in Taiwan.

Boeing X-45 C

The CVN’s operational flexibility can help balance America’s critical need for overseas bases with the diplomatic and geopolitical challenges often associated with maintaining overseas basing rights. Indeed, the Pentagon’s new Joint Operational Access Concept identifies the pressures on America’s overseas defense posture as one of the three trends affecting its ability to gain access to areas contested by competitors’ anti-access/area-denial (A2/AD) capabilities. As well, the proliferation of medium-range ballistic missiles and land attack cruise missiles is increasingly allowing competitors to hold America's overseas airfields at risk. A CVN's ability to freely operate in international waters allows it to surge to a regional crisis when called on and then withdraw quietly when tensions subside.

Finally, the modularity of the carrier platform ensures its continued adaptability to emerging threat environments. Traditionally, a CVN has operated as a regional strike platform that can project power with short-range tactical aircraft. For instance, tactical strike-fighters were used during the initial stages of Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF) and continued to provide close air support as these conflicts continued. Currently, the CVW has four squadrons of roughly 10-12 F/A-18 fighters, of which the current E/F variants cost $80M apiece. In the years ahead, the new F-35C will be entering the fleet to provide a low signature complement to the F/A-18. At roughly $130M per copy, the Navy plans to purchase 340 of these airframes and eventually equip two out of four squadrons of each CVW with them. While the internal (stealth) payload of the F-35 is more limited than the F/A-18, its sensor package and stealth capability are a quantum leap beyond the F/A-18. However, because of its sophisticated power plant, C4ISR systems, and low-observable characteristics, the operations and maintenance costs of the F-35C will be about $35,000 per flight hour, or twice the O&M costs of the F/A-18.

Northrop Grumman X-47B UCAS
Despite the long-standing utility of the CVN, there are two emerging trends that threaten the ability of the carrier to remain a relevant power-projection tool in the future. First, the People’s Republic of China has developed the means to harness the power of ASBMs that can strike naval assets at ranges up to 950 nm from its coasts. This development stands to be a “game changer” for U.S. defense policy in the Indo-Pacific. The F/A-18 and F-35 lack the combat range to allow a CVN to operate outside the ASBM’s maximum effective reach and still strike adversary territory. Alongside these platforms, an unmanned platform with greater endurance will be required to overcome A2/AD threats and help preserve Washington's freedom of action in the Pacific theater.

Second, stealth alone is not enough to defeat the A2/AD threats of the future. New detection methods and technologies including long-wave IR and low-frequency radar are slowly eroding the benefits of investing in expensive stealth capabilities. Bistatic and multistatic radar detection, empowered by dramatically improved computer processing, will also make stealth platforms easier to find. Therefore, while signature reduction efforts will remain important, we will also need to improve our ability to reach the enemy from farther away with unmanned sensors and stand-off weapons. These new payloads should include an improved Joint Stand-Off Weapon (JSOW) with a range of roughly 300 nautical miles (nm), the Long-Range Anti-Ship Missile (LRASM-A), and Joint Air-to-Surface Standoff Missile-Extended Range (JASSM-ER).

The UCLASS faces at least two challenges. Partially as a result of the the $487 billion in defense cuts levied on the Department of Defense by the Budget Control Act of 2011, the first challenge is that the program's IOC has already slipped from 2018 to 2020. Estimates hold that it would cost roughly $300M to accelerate the program to 2019 and $600M to field it in 2018. Congress must also be aware that further cuts may force this date to slip further.

A second challenge the Navy faces concerns what type of UCLASS it should build and the tradeoff between stealth and range. Some have argued that UCLASS must have a very low radar signature, with the expectation it will need to conduct sustained operations inside a high-threat environment. However, because carrier-based aircraft are limited by their size and weight, an unmanned airframe that has both endurance and stealth would cost hundreds of millions of dollars. Alternatively, an unmanned aerial vehicle with conventional wings and modest stealth could provide greater endurance at a more reasonable price.
General Atomics Predator C
Along with squadrons of F/A-18 E/F Super Hornets and the F-35C, I believe the CVW of the future should include a detachment of 4-6 UCLASS so that it could have a larger strike radius. A UCLASS program with an endurance of greater than 12 hours (or roughly a 1,000nm combat radius), that is moderately stealthy, and can carry as much or more payload than the F-35 carries internally would transform the CVW from a capability with short tactical reach to a global naval strike and reconnaissance platform. A UCLASS with 12-14 hour endurance would allow for 2 launch/recoveries each day to provide full 24-hour ISR coverage from each platform.  More importantly, a UCLASS outfitted with JSOW could operate as a "missile truck," to borrow the Chief of Naval Operations terminology, while freeing up high-end platforms like the F-35C to perform other missions.

In short, a CVW with a detachment of UCLASS equipped with stand-off weapons would give the CVN of the future the capacity and reach to hold targets at risk while operating outside the ASBM envelope. This would help to reduce the operational advantage the ASBM offers while increasing the strategic and operational flexibility of American decision-makers.

Considering the changes to the security environment on the horizon, the promise of the UCLASS program (teamed with stand-off weapons) for the Navy should be considered on par with the early 20th century leap from 20nm battleship gun battles to carrier air strikes from 300nm. Just like during this period of innovation and transition, it will be up to civilian and military officials to lead the Navy forward and the Congress to adequately invest in the capabilities to ensure the CVN's continued relevance as an instrument of American power in the coming half-century.

Wednesday, June 27, 2024

When matching the strategic objective of preventing war to resources, can the US Navy prevent war in the 21st century, and if so, how?

Today's guest is Jan Van Tol, Senior Fellow at the Center for Strategic and Budgetary Assessments.

Cooperative Strategy for 21st Century Seapower states the Navy believes that preventing wars is as important as winning wars. When matching the strategic objective of preventing war to resources, can the US Navy prevent war in the 21st century, and if so, how?
America’s Navy: A Global Force for Good
                        Contemporary Navy recruiting slogan   

“Sic vis pacem, para bellum.”
                  Publius Flavius Vegetius
In thinking about the Cooperative Strategy’s premise that “preventing wars is as important as winning wars,” one is reminded of a certain classic movie set at a fictional college whose proud motto was “Knowledge is Good.” That is, it is a fine sentiment, but what practical guidance does it provide the Navy?

Accepting the premise en arguendo for the moment, the meanings of two key words must be unpacked. For the purposes of the Cooperative Strategy (CS21), what does “war” mean? What does “preventing” entail? Only with some reasonable working definition of those terms in the CS21 context is it possible even to consider whether the US Navy could accomplish the stated objective of “preventing war,” and what resources it might require to do so. 

Protecting the Global System versus Winning in Wartime

CS21 describes a litany of “Challenges of a New Era.” It suggests the diverse consequences of globalization, increased demand and competition for resources, widespread access to information, and growing proliferation of technologies with military applications to an ever broader range of state and non-state actors are all potential sources of future conflict. Further, “weak or corrupt governments, growing dissatisfaction among the disenfranchised, religious extremism, ethnic nationalism, and changing demographics exacerbate tensions and are contributors to conflict,” and heighten the appeal of extremist ideologies. Climate change may further amplify human misery and lead to greater social instability, large-scale involuntary migrations, and regional crises. These and other threats such as piracy, terrorism, trafficking in people, drugs and weapons, and other forms of criminality all pose threats to the “peaceful global system comprised of networks of trade, finance, information, law, people and governance.”

The maritime domain is particularly important “because [it] … supports 90% of the world’s trade, it carries the lifeblood of a global system that links every country on earth.” Thus “where conflict threatens the global system and our national interest, maritime forces must be ready to respond along with other elements of national and multi-national power,” as well as the capabilities of international powers. Since no single nation has the resources needed to provide safety and security throughout the entire maritime domain, a cooperative approach to maritime security is required. This is turn puts a premium on ongoing peacetime engagement with various partners, e.g., via Global Maritime Partnerships, to promote the rule of law, and prevent or contain local disruptions (including conflicts) before they impact the global system. This is reflected in CS21’s elevation of two new “core capabilities,” maritime security and humanitarian assistance and disaster relief (HA/DR), to the same level as the traditional naval missions.

CS21 acknowledges the continuing important roles of maritime forces in defending the homeland, deterring major power war, and defeating enemies in war (as part of the joint force). However, it explicitly states there is tension between the requirements for “continued peacetime engagement” (or global system maintenance, if you will) on the one hand and maintaining the capabilities and proficiency in critical skills needed to fight and win in combat on the other. Thus by implication, these are distinctly different, hence the proposition that preventing wars is as important as winning wars [emphasis in the CS21 document].  By logical extension, this implies that meeting the requirements for the former is as important as meeting those for the latter.

CS21 offers an extraordinarily expansive view of the sources of violence and conflict that can threaten the global system, and which thus must be dealt with before they can result in destabilization of that system. It is especially concerned about regional conflict since that “has ramifications far beyond the area of conflict,” including humanitarian crises, violence spreading across borders, pandemics, and the interruption of trade in vital resources. Though CS21 acknowledges “we cannot be everywhere, and we cannot act to mitigate all regional conflict,” it nonetheless offers an essentially unbounded vision of what factors and circumstances may or should draw US military involvement and/or intervention, with multi-national assistance where possible, without it if necessary. In essence, because the security, prosperity, and vital interests of the United States are now inextricably coupled to those of other nations and the global system, it asserts that the United States has a general duty to intervene to prevent or contain wars, principally by a priori addressing the diverse underlying factors that may lead to conflict, because any significant disruption to the global system might ultimately pose a threat to US security.


Which of these prevents war?
It’s Magnificent but It isn’t (really about) War

The CS21 vision is thus based on maximalist notions of what may lead to war and accordingly what its prevention will entail in the future. It is a formula for creating virtually unlimited demand for actions and activities to ameliorate the large set of disparate factors that ostensibly have the potential to lead to conflicts around the globe. Moreover, left unconstrained, the set of possible actions likely will also grow. Consider the recent efforts to invoke a new “responsibility to protect” in the case of regimes savagely mistreating their populations (e.g., Libya, Syria); recurrent calls for humanitarian intervention in the cause du jour; proactive humanitarian assistance such as provision of medical services overseas by amphibious forces; the employment of a CVN in fisheries patrol in Oceania. Worthy as such efforts may be, the causality with regard to wars “prevented” (as opposed to alleviating human suffering) seems highly tenuous at best. Negative proofs are always difficult.

Further, such activities conducted on the scale that CS21 implies will be necessary in the future security environment must bring very substantial resource demands with them. Those might be sustainable in times of budgetary plenty, but in an austere budgetary environment represent an increasingly zero-sum game vis-à-vis the resources required for maintaining the warfighting superiority if not dominance required against adversaries with genuine ability to harm the United States and its national interests.  

Problems with the CS21 Construct

The central tension within CS21 thus lies with its imperative to use seapower in conjunction with the joint force and perhaps other agencies of government to prevent any significant disruptions of the global system (of which those caused by wars may be the worst) versus the traditional requirements to deter and if necessary win wars directly involving the United States and its allies should they occur. That tension is unnecessarily and unreasonably intensified by CS21’s exhaustive list of factors that the United States and the Navy should act to ameliorate in order to prevent conflicts from breaking out.

To note a few problems with this expansive view:
  • Many of the threats that may cause disruptions of some kind to the global system do not involve war or plausibly lead to war at all. For example, most maritime security tasks deal with criminality, e.g., piracy, smuggling or trafficking, terrorism at or from the sea, thus are more the province of coast guards in nature. However, the US Coast Guard is comparatively small, so overseas tasking of this kind has primarily fallen to the Navy, with the (in some eyes) perverse result that expensive, sophisticated warships are all too often employed on such low-end tasks at the cost of wear and tear and their availability for other tasking.
  • Non-emergency humanitarian assistance efforts, while useful for the sake of public diplomacy, are necessarily far too small in scale to ameliorate internal sources of turmoil such as corruption, mass poverty and underdevelopment serious enough to threaten governments.
  • Humanitarian interventions, particularly those under the amorphous “responsibility to protect” rubric, more often than not have costly unintended consequences. Similarly, “peace enforcement” actions have a notable lack of success historically. Recent experience suggests the continuing wisdom of John Quincy Adams’ assertion that “America is not in search of monsters to destroy.”   
  • Outside involvement in various kinds of intractable conflicts, such as insurgencies or civil wars, generally has been costly and not accompanied by success.
  • From a purely Navy perspective, many of the CS21-cited factors contributing to potential systemic disruption or conflict are beyond Navy’s ability to affect materially in any case, simply because they occur on land beyond the reach of maritime forces. While some of these could eventually lead to conflicts that entail employment of naval forces in support of other elements of the joint force or combined forces, the role of seapower in preventing them per se is nugatory.
The danger with falling into the mindset of putting prevention of these kinds of conflicts or potential disruptions to the global system on a par with maintaining the unambiguous ability to deter or prevail in war against genuinely dangerous enemies is not merely the diversion of the substantial scarce resources that may be entailed, but the fact that it “absorbs strategic bandwidth”, i.e., distracts the attention of an organization and its top leadership from genuine potential or actual national security threats, which will come primarily from high-end adversaries. Some might argue that exactly this has occurred over the last decade with respect to the interminable deep US involvement in the CENTCOM AOR. Importantly, it also tends to permeate (and potentially undermine) the ethos of a warfighting organization.

Which of these prevents war?
“Salvation Navy” or “Warfighting First”?

Being a “Global Force for Good” is no doubt a positive and useful thing. The US Navy has long done much “good” on a large scale in the CS-21 “prevent war” sense, but it has done so en passant, and will continue to do so on that basis. However, pace the sainted Samuel Huntington, “a military service does not exist to perform these functions; rather it performs these functions because it has already been called into existence to meet some threat.”

And, indeed, the Navy and its sister services have done by far their greatest good for America (and the global system) by helping to destroy a succession of “evil empires” and regimes. Sometimes this had to be accomplished through major protracted wars, sometimes happily without requiring direct warfare against a major antagonist. But in each case the paramount factor in achieving the end result was the demonstrable US ability to prevail in war if it came to that. 

Preventing wars is of course to be preferred to actually waging wars, but nothing is more important than the winning of wars, and being suitably prepared to do so. In the realm of peace or war, few axioms or adages have stood the test of time as well as the Vegetius’ ancient formulation, “if you want peace, prepare for war.” This is nothing other than classic deterrence of significant competitors and adversaries. The paradox of deterrence remains as ever that as long as any serious potential or actual enemy has deep reason to doubt it will profit by initiating a conflict with the United States and its allies, that war de facto will have been “prevented.”

The US Navy cannot affect or attenuate most sources of strife and conflict around the globe, and it would be hubristic to believe that it can. It can, however, play a major role in helping to prevent (deter) the outbreak of the most dangerous kind of wars, those involving aggression by major adversaries, whether directly against the United States or its forces or against genuine US allies and selected other security partners, by strongly reinforcing perceptions on their part that the Navy and the rest of the joint force exist first and foremost to fight and win in war. This is the critical element in preventing war. Navy resources not dedicated to that purpose are resources misallocated.

That CNO Greenert has made “Warfighting First” a central tenet for the fleet is refreshing and salutary - and long overdue for a Navy that still remains largely a peacetime organization in its collective mentality.

Tuesday, June 26, 2024

What should the US Army be contributing to AirSea Battle?

Today's guest is Dr. Andrew Exum, Senior Fellow at the Center for New American Security.

What should the US Army be contributing to AirSea Battle?

I want to start out this post by first congratulating Raymond “Galrahn” Pritchett and the rest of the team at Information Dissemination for a great five years of blogging. Much of what I have learned about naval forces over the years has come from reading this blog, and it has been great fun for me, a Tennessean, to watch the struggles of Galrahn’s beloved Razorbacks this off-seasons after too many football seasons in which my Volunteers have come up short against our western neighbors.

You may wonder what I, a blogger who normally writes on conventional ground forces and special operations forces, is doing on a blog that focuses on naval forces. The answer is that I have been asked to explain how the U.S. Army would fit into the air-sea battle joint operating concept.

Like many people - to include some of our closest allies in the Asia-Pacific region - I have struggled to understand exactly what the air-sea battle joint operating concept is. As I understand it, based on both public statements as well as conversations with U.S. Air Force and Navy planners, air-sea battle is a developing concept for how the U.S. Air Force and Navy would neutralize Chinese anti-access weapons systems. (No one ever says the weapons systems are Chinese, of course, but you can’t very well admit you are planning for the event of war with your largest trading partner.)

Like air-land battle in the 1970s and 1980s, air-sea battle allows two services to both provide an operational frame of reference for their officer corps as well as to present a justification for the acquisition of big-ticket weapons systems. (Cynical U.S. Army officers grouse air-sea battle is a muddled scheme primarily designed to protect the budgets of the Air Force and Navy.)

To my untrained eye, though, air-sea battle doesn’t look too different from what air and naval forces have traditionally done, which is to guard the commons. And so a quest to figure out how the U.S. Army might fit into air-sea battle should begin with understanding how the U.S. Army has traditionally operated alongside the U.S. Navy.

Traditionally, naval forces exist to do four things, Bernard Brodie informs us: (1) ensure the free flow of friendly commerce across the high seas; (2) facilitate the movement of friendly armies across the high seas; (3) deny the free flow of enemy commerce across the high seas; and (4) deny the movement of enemy armies across the high seas.

Air-sea battle is a somewhat natural extension of those traditional missions, and the role played by the U.S. Army would not much change. Army and Marine units would pretty much be along for the ride until someone hits land, and as Gen. Ray Odierno is only too happy to point out, seven of the largest 10 land armies in the world are in Asia.

Admiral Greenert and General Odierno - Veterans Day 2011

I will conclude my post by writing something more about the U.S. Army. A few months ago, I worried in World Politics Review that the U.S. Army was adrift. While the U.S. Air Force and Navy had developed air-sea battle in the decade since the September 11th attacks, the U.S. Army had no relevant operating concept for the 21st Century. I also worried the U.S. Army was not led by the right men. Gen. Odierno is a “Sam Damon” type - an honest “soldier’s officer” and a man with more experience fighting wars than fighting budget battles on Capitol Hill. But I underestimated the ties Gen. Odierno and his deputy Gen. Lloyd Austin had developed with visiting U.S. congressmen during their years in Baghdad. These two leaders have real credibility on Capitol Hill.

Based on discussions with military officers and congressional staffers, I’m not sure you can say the same thing about the leadership of the U.S. Air Force and Navy. The struggles of expensive weapons systems such as the F-35, F-22 and LCS have left congressmen and their staffs jaded and have eroded the credibility of the U.S. Air Force leadership in particular. (The number of F-35s the Air Force says it “needs” has fluctuated from year to year, much to the annoyance of the Congress.)

How all that affects air-sea battle going forward, of course, remains to be seen. I still believe the U.S. Army is in line for still greater cuts in the future and that air-sea battle offers a way for the U.S. Air Force and Navy to better explain their continued and increasing relevance.

Monday, June 25, 2024

Is there a connection between your strategic and tactical assertions?

Today's guest is Wayne P. Hughes, Jr., Captain USN (Retired), Profesor Naval Postgraduate School, Monterey CA

You have written that the nation needs a national maritime strategy for the 21st Century. Much longer ago you asserted in both editions of your well-received book, Fleet Tactics, that small missile combatants have great potential to exploit, but I see no evidence of them in the US Navy. Is there a connection between your strategic and tactical assertions?

Sic vis pacem, para bellum.

- Vegetius
A DURABLE STRATEGY FOR EAST ASIA

It is a pleasure to contribute to Raymond Pritchett’s 5th Anniversary celebration. You will expect from me some words on the advantage of small, missile combatants in the U. S. Navy since I’ve been demonstrating their value ever since 1986 with the publication of Feet Tactics: Theory and Practice, where I introduced the imaginary new USS Cushing class, a small, lethal missile combatant.  So I will first state the case for small off-shore combatants and then put them in the larger context of an American war at sea strategy.

Small Combatant Advantages
The salvo equations make the case for a more distributed fleet simply and clearly. They show mathematically that in combat between missile-armed warships, numbers are the most important property a fleet can have. Specifically they show that if your fleet has three times as many combatants as mine, then for parity in loss ratios (in other words which side will have ships remaining when all of the opponents are out of action) to overcome your numerical advantage each of my ships must have thrice the offensive power, thrice the defensive power, and thrice the survivability (“staying power”) of yours.  Brief reflection shows why. If you put one of my big ships out of action, I simultaneously lose its offensive, defensive, and staying powers.

Another fact demonstrated by the salvo equations is the advantage of out-scouting the enemy and launching a first effective attack. This phenomenon was first observed in the five big Pacific carrier battles of World War II, but the reward is even more pronounced in the missile era.

Third, the salvo equations show that if ship numbers and staying power are both small, then an unstable combat situation arises in which the shift from total victory to total loss occurs within a very small swing in the offensive and defensive effectiveness of the two sides. When we must fight at sea again, then small numbers of large, offensively potent warships that have little staying power against enemy missiles are at a great disadvantage, especially in coastal waters when there is little defensive depth of fire and abrupt surprise attacks will occur—as is already evidenced by the combat record in the missile era of warfare to date.
  
A very good summary of salvo equation applications and some data on combat in the missile era can be found in Michael O’Hanlon’s The Science of War.  O’Hanlon has described the uses and limitations of quantitative methods to analyze war, from special operations to general war, and from procurement to operational logistics.

A Corollary
Big expensive ships are often multi-purpose because the marginal cost of adding an additional capability is relatively small. But should a carrier, Aegis destroyer, or large amphibious ship be attacked, a similar penalty can occur. Loss of the ship performing one task results in its loss for performing all other tasks. We put 5” guns on DDGs because that didn’t cost much more, but DDGs will seldom be risked for naval gunfire support and should not be counted on for the NGFS mission. An LCS lost employing its mine clearance module is lost for use with any other module.

Small Only Became Possible in Missile Era
In the battleship era (1880-1920), big (20,000 to 40,000 tons) was necessary because only big battleships could carry the big, rifled guns whose shells could penetrate armor. When big aircraft carriers replaced battleships (1940-1970) they had to be big enough (again, 20,000 to 40,000 tons) to carry combat aircraft. Because carrier aircraft could attack battleships, fatally, out to 200 nm, they dominated a battleship’s ten-fold firepower advantage, which only reached 20 nm. In the 1970s when missiles started to replace aircraft as the principal weapon, missile ships didn’t have to be big to deliver a lethal salvo as far and as accurately as carrier aircraft. Missiles have been distributed affordably in many small vessels. First there were Soviet Osa’s and Komar’s and Israeli Sa’ar  boats. Today, the PLAN’s Houbei’s of 250 tons are representative. To operate in the South and East China Seas we would have to defeat about one hundred of their boats carrying 800 missiles.

Type 022 Houbei

WHY DO WE CARE? A LOOK AT STRATEGY

The U. S. surface navy has not been challenged in a sea battle since 1945. The transition to the missile era went unnoticed because we were concerned—properly so—with Soviet submarines and land based aircraft, and with projection of U. S. power overseas with our own air and missile attacks and ground forces. These missions are still important, but now the U. S. Navy can also exploit missiles distributed widely in a Flotilla of small combatants as many other navies have done.  On the other hand, unless one knows there is a purpose for the flotilla—where and when the U.S. Navy would employ it—then its advantages in offshore combat are moot. After the fall of the Soviet Union, the most valuable fleet combat unit was a large, efficient CVN because it could deliver many accurate strikes from a safe sea sanctuary in the most cost-effective way. An even more vital service of our Navy—carried out over a longer time—was the fast, efficient, loss-free delivery of ground forces at every scene of action. Both roles have supported American national policy by projecting naval power from sea to land, which for over 60 years has been the great reward of American naval superiority as long as we could assume sea control, and a sanctuary from which to deliver soldiers, Marines, and special forces. We could and did support and sustain ground forces—again, loss free—for as long as the operation lasted, whether for a few hours or several years. The flotilla becomes relevant when the safe sanctuary can no longer be taken for granted, especially when we observe China’s growing importance and lethal weapons become more common in other littoral waters around the world.

Influencing China
The famous maxim of Vegetius, Sic vis pacem, para bellum means “If you wish for peace, prepare for war.” The aphorism seems self-evident if not trite, yet today amazing numbers of intelligent people do not want to face the possibility that an ambitious China will sometimes have to be constrained, for our sake and for the sake of our Asian allies and friends. If the constraint cannot be had without the exchange of fire and casualties, then we want the best possible chance that the conflict can be circumscribed and terminated before it blows up into World War III.

I will add three corollaries to Vegetius. First, prepare for war affordably. Second, para bellum with a flexible strategy to keep pace with China. Our most important national strategic need for the 21st Century is a way to influence China without either getting trapped into a big war or timidly backing off from a bullying PRC. Third, prepare for periods of cooperation, competition, confrontation, and potentially conflict, remembering that one Navy must adapt to all of these geopolitical possibilities.

What follows draws from three workshops with participants from the fleet, OPNAV, the NWC, and NPS, culminating in a paper by Jeff Kline and me which I will summarize here. The full article will be published in the Autumn  issue of the Naval War College Review under the title, “Between Peace and Air-Sea Battle: A War at Sea Strategy.”

The Best Chance to Keep the Competition with China Peaceful
In February, The American Interest carried and article by Air Force Chief of Staff General Norton Swartz and the Chief of Naval Operations, Admiral Jonathan Greenert. They provided solid justification for more closely integrating the Air Force and Navy into an Air-Sea Battle capability. We applaud Air-Sea Battle as the most effective means of preparing for the most challenging conflict: full-scale conventional war. But we propose less drastic measures in a shopping list for American leadership to respond to any and all relationships between the U. S. and China. After all, China has a voice in that relationship, and we wish to influence her to prefer peace.

A Strategy Has Ends, Ways, and Means
Our ends are to deter Chinese land or maritime aggression and, failing that, to deny China the use of the sea inside her first island chain during hostilities. The ways are four, alone or in combination, applied totally or in graduated steps to match any Chinese aggression. First,  distant interception of Chinese shipping. Second submarine attacks and—note this—mining well inside China’s Seas. Third, offensive attacks by a new Flotilla of numerous small, missile carrying combatants to fight on the surface in Chinese waters. And fourth, Marine outposts in the first island chain to support flotilla operations with surveillance and sustainment and also threaten Chinese surface ships with missile batteries. The means are an evolving force structure with a better mix of conventional land and sea based air, submarines, a flotilla of U. S. and allied surface combatants, and Marine battalions equipped to detect, protect, and attack from along the edges of the first island chain.

The capacity to deny China its own waters inside the first island chain—while executing a distant blockade—provides American leadership with many graduated options before embarking on the potentially escalatory step of striking mainland China. Maritime options should be a more credible deterrent than Air-Sea Battle’s escalatory deep strikes, which are held in reserve. A strategy of maritime interdiction or blockade has been criticized as too slow-acting.  But slow-acting is a good thing. A slow-impact war limited to the seas affords time for passions to cool and opportunities for negotiation in which both sides back away from an unwanted escalation into a long lasting war, with all of its destruction of lives and property, full mobilization of the industrial base, disastrous effects on world commerce, and controls at home as extensive as those imposed during the two World Wars—in other words, World War III.

A tenet of the maritime strategy is that no U. S. Navy actions will be initiated except in response to claims by China contrary to international law. Our emphasis on influence and peacekeeping embraces the notion that we stand ready to respond, should China assert hegemonic claims that interfere with the freedom of the sea and legitimate fishing and sea bed development by other states. In addition, if potential allies within the Pacific basin realize we intend to employ limited, at-sea-only, responses to Chinese aggression that lessen the likelihood of Chinese attacks on their homelands, they may be more willing to expand their partnerships with the United States. Undersea Operations
By exploiting our submarines inside the first island chain and keeping our large surface combatants well back, we neutralize China’s anti-access missile forces. U. S. and allied submarines are the lynch pin to deny Chinese subs, surface warships, logistics ships, and commercial traffic safe passage in the South and East China Seas. A combination of the following choices is open to U. S. policy makers:
  • the shock destruction of a prominent Chinese warship in the way HMS Conqueror sank the Argentine cruiser, General Belgrano, making clear the Royal Navy’s intention to enforce a maritime exclusion zone around the Falkland Islands.
  • mining Chinese bases or commercial ports of our choice.
  • tracking and sinking all Chinese submarines at sea except SSBNs.
  • sinking Chinese surface warships at sea.
  • after establishing exclusion zones for all commercial shipping, sinking anything found inside them, while preserving routes for innocent friendly traffic into East Asian states.
Flotilla Operations
To this existing undersea capability I want to add a new flotilla of small missile combatants that would operate on the surface in the China Seas. The Navy should draw from foreign designs and also those tested in campaign studies and war games at NPS and the Naval War College. Our workshops suggest three prominent employments:
  • Conduct hit and run raids on illegitimate Chinese seabed exploitations that are contrary to international law.
  • Escort vital shipping into friendly ports, especially in the South China Sea.
  • Augment Japanese patrol vessels to constrain illegal interference by China near the Senkaku Islands.
During peacetime, their presence serves as a signal of American commitment, helping to motivate peaceful resolution of disputes over economic exclusion zones, while conducting many small-ship exercises and port visits with the Philippines, Malaysia, Brunei, Vietnam, and Singapore.

What would the flotilla look like? In rough terms we envision individual small combatants of about 600 tons that carry about eight surface-to-surface missiles, depend on deception, soft kill, numbers, and point defense for survival, and are supported by off-board manned or unmanned aerial vehicles for surveillance and tactical scouting. To paint a picture of possible tactical configurations, I contemplate the smallest element to be a mutually supporting pair, a squadron to comprise eight vessels, and a deployed force of four squadrons. The entire flotilla would comprise about eight squadrons. Costing less than $100 million each, the entire force would take only a small fraction—around 4%--of the shipbuilding budget and be inexpensive to operate.

Potential Operations From the First Island Chain
Marines can be ready to establish outposts in the first island chain that border the East and South China Seas. From nearby bases, small, mobile Marine expeditionary elements can be quickly moved into preplanned locations. These outposts can be made difficult to find and even harder to attack in the surfeit of islands and coastal terrains. Marine presence implies an asymmetric maritime response to the threat of invasion of Taiwan. In the event of war at sea, Marine expeditionary forces would deny use of the first island chain by China and foster quick-reaction raids, land-to-sea missile attacks, air surveillance, and collaborative island employment with allies.

Maritime Interdiction and Blockade Operations
Though discussed last, interdiction would in most instances be our first action to indicate the seriousness of the U. S. government in response to belligerent actions by China contrary to international law or conventions. Maritime interdiction can be graduated from a small number of inspections, through seizure of select cargoes such as crude oil, up to a full blockade. The interdiction would be imposed at the Singapore, Sunda, and Lombok Straits and to the extent feasible in the Luzon Strait. Since a blockade cannot be carried out risk-free, it would operate under the cover of carrier battle groups that remain out of range of land-based missiles and aircraft. With Japanese participation, the Ryukyu Island chain would be closed to all Chinese traffic.

Wishing Does Not Make a Strategy
Our assertions in favor of developing a war at sea strategy are hypotheses. Further analysis, war gaming, and policy discussion must be pursued in the fleet and at the Naval War College. The forthcoming Naval War College Review’s essay by Kline and Hughes lists seven things to explore, but here I invite readers to comment on their own issues. Here is one example:
  • How should we disseminate the change of strategy that is intended to maintain our influence in the Western Pacific? I believe for unity of effort among the U. S. armed forces and our partners in Asia, the strategy must be openly published. China won’t like it, but it is a peacekeeping strategy, not at all a manifest for aggression.
THE STRATEGY APPLIED TO IRAN IS DIFFERENT

I am not a strategist. Effecting a strategy is an arcane art with wheels within wheels of negotiations and insights that I dinna ken. But if shooting ensues it is well to remember the lead essay in the Naval War College Review, Jan-Feb 1986: “Naval Tactics and Their Influence on Strategy.”  In it I say that tactical readiness and training must actually win the battles that the strategy takes for granted. Or as Bradley Fiske said: “No naval policy can be wise unless it takes into very careful account the tactics that ought to be used in war; in order that the proper kinds of ships may be built and the proper kinds of organizations, drills, and discipline be devised to carry those tactics into good effect.”  In other words, Sic vis pacem, para bellum.

American strategy for the Middle East is as intricate as for East Asia, but its success depends on different operations and tactics for Iran than for China. I conjecture that to constrain Iranian aggression, it is best to reverse the planned sequence of actions for China. Iran must know that our response to any aggression from missile attacks, to employment of forces on the ground, to closure of the Strait of Hormuz will be disproportionate—not at all in keeping with just war doctrine. Nor should we contemplate conducting any except special operations on the ground: no invasion by conventional forces. My conjectured strategy would start with massive Air-Sea Battle strikes that destroy the Iranian economy and—insofar as possible—the military means to close the Strait of Hormuz. Taking our time as the world economies suffer, frustration mounts, and Iran learns that we will only negotiate on our terms, meanwhile we assemble a large fleet to clear the Strait and place naval forces— small and lethal ones for the most part—inside the Persian Gulf sufficient to safeguard commercial traffic for all other nations in the Strait and in the Gulf.

The devastating strike operations might last many weeks. Reopening the Strait may take several months. Keeping peace in the Strait and the Gulf may last a long time. Hence, logistical support is also important and it will be vastly different than for East Asia.  How will we sustain the operations of a flotilla of the small vessels I prefer? The answer here will only be suggestive. A CVN’s afloat manpower is about 5,000, while the total manpower in, say, forty small and lethal combatants inside the Gulf would be about 1,000. The presence of both capabilities will probably be needed, but supporting the small combatants inside the Gulf won’t dominate the effort during the time it takes to persuade Iran to make peace. Of course by far the biggest savings in delivery and support will be the absence of a presence on the ground.


FULL CIRCLE: A FEW MORE WORDS ABOUT THE FLOTILLA

I have emphasized the offshore combat force because it is the only new element of a durable, sustainable war-at-sea fleet to influence China. Nor is it new except in the U. S. Navy. We do not need to develop fancy, expensive designs that are more technologically sophisticated than those in experienced coastal navies, such as Sweden, Singapore, and Israel. We just need to learn from their vessels and tactics, get proposals for bids out, and start the competition with, say, three or four different squadrons of eight ships by each builder. Then we can develop tactics that rival those of the best coastal fleets around the world.

Here is a very brief introduction to the tactical considerations in missile combat that are different from past U. S. Navy experience.  In the battleship era a fleet concentrated its fire and maintained control in a tight column. Aircraft carriers shifted to circular formations already developed before the war, but through all of 1942 American tacticians debated whether more than one CV should be inside a destroyer screen. By 1944, thanks to the power of the defense by fighters directed from CICs and much better AAW weapons, the U. S. Navy settled on three or four CVs and CVLs inside one screen and, at least under Admiral Raymond Spruance, kept all carriers together in a mutually supporting disposition. Today a networked flotilla of many small vessels has choices because it can concentrate missile fire in time and space from a dispersed disposition or concentrate physically if that has defensive advantages. The choice will probably depend on the amount of clutter (fishing boats, coastal traffic, small islands and oil rigs, and estuaries used for concealment), both sides’ methods of offensive scouting and tracking, and our command-control system’s effectiveness for coordinated engagement. If we knew the best tactics, I would not write them here for they are the stuff of surprise and victory at sea. But until we have vessels for squadron operations and have studied the flotilla operations of other navies, we can’t know the best tactics to attack and survive.

CONCLUSIONS

I don’t think a USN flotilla is absolutely necessary to confront China. Not yet. But coastal combatants have value out of all proportion to their modest construction and operating costs, including the cost of forward support. They give China a new and different problem to solve on the surface of the seas on which its prosperity depends. They can go into China’s Seas, fight, and sometimes die in waters where CVNs, DDGs, and large amphibians should not go and would likely die at the onset of a lethal confrontation.
  
Coastal missile combatants aren’t absolutely necessary in a war with Iran, either, but they will be a great comfort to our big blue water warships if they know they will not be on point while clearing and entering the Strait of Hormuz. The flotilla—along with patrol craft—is the vessels we should operate in the Persian Gulf in a Middle East crisis. Should occasion arise to show the American flag—or fight—in other cul de sacs around the world such as the Yellow Sea, Black Sea, Baltic, Aegean, or Eastern Mediterranean, flotilla vessels are a better size, cost, and capability to put at risk than carriers, cruisers, or submarines. Coastal combatants are best to cooperate effectively with partners such as South Korea, Turkey, Sweden, Israel, and Singapore, whose training and experience, I point out, exceed our own.

Sunday, June 24, 2024

DC Maritime Meet-up - 26 June

I'll be joining the young Jedis from CIMSEC this Tuesday evening at the Iron Horse Tap in Washington, DC.  The gathering should make for some lively discussions on naval topicality.  Hope to see you there.

Saturday, June 23, 2024

Crowd Sourcing Fleet Tactics to Spur Naval Innovation

US Navy Photo
Today's guest is LT Rob McFall, U. S. Navy.

Since it’s forming in 1775 the United States Navy has been an innovative force.  Naval Ships have evolved from sail, to coal, to gas turbine to nuclear. Naval Weapons Systems went from black powder cannons to the Aegis Weapon System, Cruise missiles, carrier aviation, and now unmanned systems. Innovation around the world is stepping up and there is a real question as to whether our naval force is innovating fast enough to maintain our preeminence long term. Therefore, the Navy has decided to renew its focus on innovation. To head the innovation charge, the Naval Warfare Development Command (NWDC) was deemed the Navy Center for Innovation. The question begs though, how should the navy steam ahead to foster new ideas and innovation in the fleet? The answer to that question is a crowd sourced conversation on fleet tactics.

Crowd Sourcing

If you aren’t familiar with the TED Conference, it stands for Technology Entertainment and Design and it is a fantastic series of conference lectures that take place around the world and are available online. TED brings in phenomenal speakers to share their thoughts and insights. Lectures range from lessons on the composition of the brain to wheelchair design. TED’s Chris Anderson gave his own TED Speech in July of 2010 called “how web video powers global innovation”.  He argues that Crowd Sourced Innovation on web forums like YouTube is changing the world. Innovation companies like Quirky are already showing the power that crowd sourcing is having on innovation in the private sector. Anderson says that in order to have crowd sourcing you have to have three things; a crowd, the desire, and light. Once these three things are achieved, through crowd sourcing, innovation can occur in any arena from breakdancing to the United States Navy. 

Build a Crowd
   
The first thing that the navy needs for crowd sourced innovation is to transform an audience into a crowd. An audience is a group of people that listens, whereas a crowd is one that provides interaction and feedback. By history and structure, the navy is an organization that fosters an audience. This huge, 320,000 strong audience needs to be converted into a crowd that can be the source of creative wealth from which the Navy is to draw from. In order to do that there are a number of divisions that have to be mended.

Generational Divide
“If the current leadership in the public and private sectors learns to accept, deploy, and manage Generation Y effectively, the millennial could even provide an echo of the grit and selfless heroism that inspired journalist Tom Brokaw to label their grandparents “the greatest generation.” On the other hand if the leadership fails to understand and adapt- if it insists on harnessing millennial with outdated mindset, rules, and processes- it could squander a historic opportunity to reinvigorate the military and rekindle an idealistic, can-do spirit in a wide variety of institutions. “

- Military of Millennials - Booz Allen Hamilton 2008
The first major divide within the naval force is generational. Due to the age difference between our senior admirals and our new recruits generational divides within the navy are a normal but they manifest themselves in different ways. The Boomers currently make up the Navy’s senior leadership and Gen X makes up the midgrade officers. The millennial generation, born after 1981, is the most recent addition to the professional dialog and desperately wants to be recognized as an influential part of the greater conversation.  With this generation, Internet usage is up, printed news is down, unconventional warfare is the norm, economic insecurity is a new reality, cyber crime is the nuclear threat of the day, and a globally interconnected environment is a fact of life. Within the Navy both young and old alike need to recognize the characteristics of their own generation. One of largest difference between the generations currently represented in the military is the way in which they communicate. This communications divide can be bridged if members recognizing how each other communicates, respect what others can add to the conversation, accept the challenges that the community faces and together lead the Navy into the next generation.

It is important to state that this new generation of Officers and Sailors are proud to be a part of their chosen profession and embrace those things that are timeless to the service. Chiefs still lead sailors at the deckplate level. All enjoy a good sunset at sea, a dark night with an open sky full of stars, going fast, and shooting big guns.  Officers still have to work with Chiefs to ensure the maintenance is getting done, black coffee makes all things possible, deployments still mean long periods away from home and spending time in dry dock is still a miserable existence. When junior and retired officers talk about their time in service they can always relate. There is a special bond. There is a common sacrifice, common hardship, and a common leadership experience at sea. Of course old timers give a hard time about air-conditioned engine rooms and Internet connectivity, but that doesn’t take away from the larger picture. Active duty sailors today have been intimately involved in real world Tomahawk missile strikes, pirate captures, deployment of Marines in combat, Riverine Operations, humanitarian assistance, disaster relief missions, as well as ground combat in Iraq and Afghanistan.  All are still proud to be a part of a community that can project American might around the world.

Critics are quick to point out that the millennial generation also has its shortcomings, and that is absolutely true. As a generation, the millennials always want to give input, are less patient, privacy is less important, instant accessibility to information is desired and constant feedback is expected.  Both the positive and negative generational characteristics provide a framework for senior leaders to view juniors from; however, each person should be taken as an individual because it is his or her own background, life experiences, and environment which will determine which of these characteristics are exhibited. It is the desire to provide input and receive feedback thought that should be harnessed to transform the audience into a crowd.

Senior and retired military members have the expertise. They have been there and know where the sinkholes are. Only by learning what has been done before can we keep from making the same mistakes over again. NWDC’s Innovator’s Guide says that “junior leaders are often uniquely positioned to recognize emerging problems and propose new ways to employ the latest technology”. Through a professional dialog that bridges the generations we can link the experience of those that have gone before with the energy and creative spark of those that are just joining the fleet. As the Law of the Sea states, “the strength of one length of the cable, determines the strength of the chain”. We still have the strongest links, but we have to bring them together to ensure a mighty chain. 

Community Divide

The Naval Service is also divided along community lines. Aviators and the airwing operate separately from the ship drivers who are separate from the bubbleheads. Every community fosters a tight knit group within itself. Among the leadership who define the culture of a community there is no shared tactical language that crosses the community barriers. The Marine Corps is perhaps the best example of a cohesive fighting force that broke down those internal barriers. Because every Marine is a rifleman and all the officers went through TBS, they are able to speak the same language, whether they are in the air or on the ground.  This is a trait that distinguishes them and makes them a much more deadly force than they would be as individual units.

As a SWO I would love to say that every Naval Officer should be a ship driver but that is impossible for many reasons, least of which that we do not have enough ships to facilitate it. However, there does need to be some common thread, some common tactical language that can be fused together so that the Navy, if required, could move forward as one Fleet and know exactly what to expect from the other units in the force. Not only can we as a naval service step up and have a more robust conversation that brings in junior and senior officers alike, but can come together as one so that aviators understand and predict what the SWOs are going to do in a tactical engagement, and SWOs understand what the Submariners are going to do etc. Now that the money is drying up, we have to be more effective with what we have, and the best way for us to be more tactically effective is to be a more cohesive fighting force.




US Navy Photo LT Rob McFall (NWDC Facebook)

Desire: Solve Warfigher Capability Needs
I am not an advocate for frequent changes in laws and constitutions, but laws and institutions must go hand in hand with the progress of the human mind. As that becomes more developed, more enlightened, as new discoveries are made, new truths discovered and manners and opinions change, with the change of circumstances, institutions must advance also to keep pace with the times. We might as well require a man to wear still the coat which fitted him when a boy as civilized society to remain ever under the regimen of their barbarous ancestors. 
- Thomas Jefferson
Mankind has an inherent desire to innovate the institution that he is a part of. On June 6, 2012, The Naval Warfare Development Command held a Junior Leader Innovation Symposium which was remarkable for several reasons but one in particular stood out. Over four hundred junior leaders participated from around the fleet either in person in Norfolk, or on Defense Connect Online. This turnout was evidence that the desire to innovate is in the fleet. To perpetuate that desire the service can create a vibrant conversation in which everyone feels they can contribute and wants to provide feedback to. As a generation the millennials want to provide input and receive feedback. There is one single conversation that can harness this desire, motivate the crowd, focus on the warfighter and identify capability gaps that can be filled through innovation; Fleet Tactics.

Twenty-six years ago, Captain Wayne Hughes wrote Fleet Tactics: Theory and Practice, which is still regarded as one of the preeminent works on Naval Tactics.  In it he stated “Good tactics in wartime derive from good tactical study in peacetime”.  Everyone in the Navy, from SN Timmy that learns about SPY to the CNO has an impact on tactics. JAGs learn about ROE. Intel officers collect information on the capabilities of the adversary. SWOs, Aviators, and Submariners all learn about the capabilities of their current platforms, how to employ them in combat, and what aspects of their platforms can be improved. Scientists know what is possible now and what the emerging technologies are that will push the limits of current tactics in the future. The navy has many schools that focus on sharpening tactical skills. These schools, in combination with vibrant discussions in wardrooms and ready rooms around the fleet can effectively provide the tactical baseline for each community; however, the connective tissue that forms the bridge between communities, known as Fleet Tactics, is left completely void.        

Give it Light
Articles on tactics should dominate the Naval Institute Proceedings, as they did in the period from 1900 to 1910. The hard core of the Naval War College curriculum should be naval operations, as it was in the 1930s. War games should stress not merely training and experience but the lessons learned from each game’s outcome, as in the 1920s and 1930s.
- Professor Wayne Hughes, CAPT USN (ret)
The conversation on professional naval issues is alive and well. It happens in many forums. From seamen on the mess decks to admirals in the Pentagon, wardrooms to Proceedings, the conversation is happening, but we are talking past each other for two reasons:

First, the generations are rarely talking in the same forums. As mentioned earlier, the millennials have had a computer for a majority of their life and want instantaneous feedback. Therefor they seek out forums in which they can fulfill those requirements. Discussion boards like Sailorbob, and The Stupid shall be Punished have grown in notoriety among Gen X and Millennials. Blogs such as the USNI Blog, Information Dissemination, Small Wars Journal Blog, Next War at CIMSEC and Disruptive Thinkers have also flourished among this demographic. Social Media outlets like Facebook, Linkedin, Flicker and Twitter facilitate further disseminating the conversation among younger users. Hundreds of active duty sailors come together daily in these forums to talk about everything from the latest promotion board to the capabilities of the LCS. Meanwhile more senior officers tend to stick to traditional means of communication such as printed periodicals like Proceedings, Surface Sitrep, Naval History and email groups such as Alidade, the Strategy Group, and the Warlord Loop. It is important to state that these are all excellent means of communication, they just appeal to different demographics and therefor the gap exists.

Second, the conversation is happening at different levels. The discussions of senior officers, and the therefor the forums that they participate in, are weighted heavily towards strategic level issues. Heated discussions occur on how many ships should be in the Navy? How many carriers should we have? Is China the next Russia? These are all important conversations that should continue. Junior Officers and enlisted sometimes join these conversations but it is not where they spend most of their time. Unlike most Captains and Admirals of the fleet, Junior Officers and enlisted operate on a daily basis in the tactical realm. That is where their duties are, there short term interest is, and where they can provide useful insight. But in order to not fall into the same traps that have occurred through history, the youth of today need to share a conversation with those that have the experience and expertise of many years in the service. Senior and retired officers often know where the pitfalls are and can add that valuable insight to the innovative process.

One thing that is hindering the open discussion of tactics is the concern that it will endanger classified information. Many believe that it is impossible to have a true discussion of tactics in an unclass forum. This is not true. Obviously all have to be careful not to share classified information but there are plenty of important conversations that can be debated and learned from in an open forum. The use of historical examples, hypothetical environments, and general tactical principles all provide ways to give the discussion light without crossing the boundary into the classified realm.

Conclusion

In order to crowd source fleet tactics to drive naval innovation, this dynamic discussion must happen in print, online, in symposiums, around the wardroom, and in school houses. The desire exists. The Navy has the audience to make a crowd and the means to give it light. A crowd sourced conversation on fleet tactics that goes viral, can identify capability gaps and innovation is possible today in ways that have never been possible before. We have the opportunity to cross the generational and community divides and Crowd Source a tactical conversation that will ensure we stay the most capable Navy in the world. Once again it is time for us to read, think, speak and write about tactics.

LT Rob McFall is a Surface Warfare Officer that did two tours on USS WINSTON S. CHURCHILL (DDG-81). He is currently stationed in Washington, DC where he is the Editorial Board Vice Chairman for the United States Naval Institute and is on the Board of Directors for the Surface Navy Association.

Friday, June 22, 2024

Feedback and Discussion

How would you describe the evolution of social media in the Navy?
Rear Adm. Dennis J. Moynihan, U.S. Navy Chief of Information

As part of a group of people from the US Naval Institute, I had an opportunity a few years ago to meet with the Admiral and his team at the Pentagon. It was a great meeting, and as I'm sure either never happens - or perhaps happens all the time - the pilots of the Blue Angels showed up and introduced themselves. While that was really cool, I'm a nerd - so for me the highlight was meeting CDR Charlie Brown, aka @flynavy who the Admiral mentioned in his article.

That meeting in the Pentagon was a conversation, and while I don't always take notes in meetings - I did wrote down a bunch of notes from that meeting on the train back to Annapolis that evening. Rear Adm. Moynihan had plans, there were a lot of ideas on that table being tossed around, and as I look around the Navy and see how social media isn't simply organized, but integrated into the public affairs of various commands today I see a lot of what was discussed that day is no longer simply an idea - rather a reality. All of the various topics I wrote down that day have today either manifested themselves in some way, or were discussed in much better definition in the article produced Monday by Rear Adm. Moynihan. Talk about having a plan and getting it done. I don't remember the date of that visit, but I do remember it was the day the US Navy agreed to work with the folks making the movie Battleship. You know, we should have developed that Facebook game...

In August Rear Adm. Dennis J. Moynihan will step down and Capt. John F. Kirby will become the next CHINFO. I'm positive Capt. John F. Kirby is a great officer, but sir - you have huge shoes to fill, and that won't be easy.

How can the concepts articulated in writing by transformers/innovators get translated to action?
Admiral James G. Stavridis, Supreme Allied Commander, Europe and Commander, United States European Command

If you were going to ask a question to the Supreme Allied Commander of Europe or the Commander of United States European Command, you can come up with a lot of questions. But if you are going to ask a question to the man Jim Stavridis, if you think about what question you want to ask - you are going to ask a completely different question. Admiral James Stavridis is the outlier of his generation that rose to the top despite not fitting the stereotype. The man is not the traditional Navy officer, but he represents every great tradition of a Navy officer - and that is often what is missed by those who focus on stereotypes. The question posed was suggested by my friend LCDR Claude Berube as we brainstormed the questions for all of the conference guests, and because it will likely end up the only question I ever ask Admiral Stavridis while he is EUCOM, I'm very proud of the one asked.

His answer is brilliant, and absolutely right. One of the things I started doing the last few years was recording modern history as it happens - as I see it, and I hope in about 10 years to write a book on events that have happened in this post Iraq/Afghanistan maritime pivot from my perspective. When people ask me what I do, I basically perform two functions: I network with people - with a strong focus on the people I believe are outliers in the Navy, and I communicate ideas - and frequently they are not original ideas, rather the ideas developed through my conversations and interactions within the network I am apart of. I see things that take place in the Navy - sometimes very big things - that are the product of a networked process that bubbles up from the surface but can be sourced to one idea, or a small group of people with ideas. The people who are part of the foundation of those ideas, and in many instances manipulating the process of those ideas along the way up the chain of command - unbeknowest to those surrounding the idea as it bubbles up - do not get credit today for those ideas. In the future, God willing, I hope to live long enough to pull a Paul Harvey and tell the rest of the story, and give credit to those people.

The hardest thing to do regarding the Navy is for an outsider to spot a negatively disruptive individual. The easiest thing to do regarding the Navy is for an outsider to spot an outlier - a positively disruptive individual who probably has a snowballs chance in hell of ever making Flag officer, but either already has or will influence the US Navy for the next 30 years. Some really smart people spotted Bob Work when he was a Major, spotted Jim Stavridis when he was a LCDR, and never had a doubt that LtCol Frank Hoffman would be the only LtCol to ever serve as part of the ColClub. Do you know who the people are who will be the Bob Work, Frank Hoffman, or Jim Stavridis 10-15 years from now? Seems pretty obvious to me.

If you consider yourself a young John Boyd, read what Admiral Stavridis wrote - he nailed it on how to moves ideas in the DoD today.

What is Air-Sea Battle?
Admiral Jonathan Greenert, Chief of Naval Operations.

This was a curve ball I threw in the last minute when VADM Myers was unable to meet the deadline. Legitimate reasons, and this stuff happens in physical conferences - why should a virtual conferences be immune? Before the conference started though I had a few articles picked out for each week that if for some reason someone was unable to make a deadline, I would run the prepared alternative article instead - and after seeing the transcript of the CNO's Brookings speech posted on the CNO's page, this quickly became my Week 3 backup plan. I didn't ask the CNO for permission, so we'll just add it to the list of things I'll one day ask him for forgiveness regarding.

AirSea Battle is confusing, but I think the CNO did a great job presenting the topic at Brookings. If you haven't seen it yet, I highly recommend this AirSea Battle article in Armed Forces Journal from Captain Philip Dupree and Col Jordan Thomas. One of the best descriptions of AirSea Battle I have heard was at the Joint Warfighter Conference in Virginia Beach following a terrible presentation on the topic by a panal. In the hallway, following the last conference event, a breakdown of what AirSea Battle really is was given - and it went a little like this.

What makes AirSea Battle unique is that this particular group can walk into any office in the entire military and get information. They can walk into CENTCOM and say - I want everything you have on small boat swarms. Historically, someone does that and CENTCOM might give them a few tidbits of information, but when AirSea Battle office does that - they get everything. The AirSea Battle office basically has a level of access across the entire DoD that nobody - and I mean no one ever - has ever had. They are taking all this data from across the entire spectrum of the DoD, organizing it, mining it, and thinking about it. What AirSea Battle can do is take the COCOM phone call when the COCOM has a problem, and apply all this data towards a tailored solution for the COCOM problem. I've heard AirSea Battle described as something like a COCOM helpdesk. Yeah, it sort of is. People keep trying to claim it's specific to China - but they are wrong, because being specific to anyone would be a limitation of their potential and realized capabilities. In the future I believe we will look at the ASB office as something akin to a DoD think tank, but for now I think they are just starting to get their data collections organized and realizing how much potential they have. Yeah, it's a big deal, and one of the smarter things going on in the DoD.

What fundamental skills do today's midshipmen need to learn in order to lead the Navy three decades from now?
Vice Admiral Michael H. Miller, the 61st Superintendent of the U.S. Naval Academy

This was one of my favorite articles of the series so far, because to me the answer was unexpected, and yet obvious in hindsight. Honor, character, and leadership education are timeless, and the more things change the more important timeless qualities become towards insuring a successful future. I have read many of the criticisms regarding the military schools over the years, and it is noteworthy the criticisms are almost always related to the extra curricular activities - sports, band, etc, but rarely is that balanced with an inspection of the curriculum or the skillsets the military universities are trying to develop as a base for the culture of the services.

Over the last few years I have had the privilege to get to know several midshipman over email while they are at school in Annapolis, and on four occasions I have had the privilege to meet graduates who attend nuke school up in Saratoga and buy them some BBQ, hang out and talk about their University education, then their nuke school experiences, and their upcoming postings. My impression is the Navy is getting it right. I work with a lot of young folks, at age 36 I'm becoming the old man in my IT shop (how the hell did that happen!), and young people today do similar tasks a different way, look at similar problems with a different perspective, and in general have different priorities than my generation did at their age. And yet there does appear to be a process in place where the Navy adapts those folks differences to the Navy culture, and the Navy culture is starting to be more flexible towards the attributes the new generation of young people bring as part of their generational skillset.

These are interesting times. It is a legitimate possibility that Admiral Greenert will be the last CNO who graduated in the 1970s, and the next CNO will have graduated during the 1980s Reagan buildup. That means there really does appear to be a generational change at the top and the bottom of the Navy officer corps taking place at around the same time. Change is often ugly, change is usually hard, and change is usually a good thing - it's being static that organizations want to avoid, and right now the Navy appears to be very adaptive, and not static. In times of change for organizations that change, a solid foundation of timeless skills is the right way to educate towards an unknown future. What a great article by VADM Miller.

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I'd like to publicly thank Rear Adm. Moynihan, Vice Admiral Miller, and Admiral Stavridis for their contributions to this event. From a number of visitors perspective, this was the best week of the conference so far - and we have another week to go.

This weekend LT Rob McFall will complete our junior officer contributions for the virtual conference with an article that will bridge this past weeks contributions with next weeks contributions. I want to thank LT Jon Paris, LT Chad Hutchins, Nic Jenzen Jones, and Rob McFall for their weekend contributions - I think they have all been excellent.