This book provides an authoritative account of how the US, British, and French armies have transformed since the end of the Cold War. All three armies have sought to respond to changes in their strategic and socio-technological environments by developing more expeditionary capable and networked forces. Drawing on extensive archival research, hundreds of interviews, and unprecedented access to official documents, the authors examine both the process and the outcomes of army transformation, and ask how organizational interests, emerging ideas, and key entrepreneurial leaders interact in shaping the direction of military change. They also explore how programs of army transformation change over time, as new technologies moved from research to development, and as lessons from operations were absorbed. In framing these issues, they draw on military innovation scholarship and, in addressing them, produce findings with general relevance for the study of how militaries innovate.
"War Transformed provides insights for those involved in the design of military strategy, and the forces that must execute that strategy. Emphasizing the impacts of technology, new era strategic competition, demography, and climate change, Mick Ryan uses historical as well as contemporary anecdotes throughout the book to highlight key challenges faced by nations in a new era of great power rivalry"--
They helped conquer the greatest armies ever assembled. Yet no sooner had they tasted victory after World War II than American generals suddenly found themselves governing their former enemies, devising domestic policy and making critical economic decisions for people they had just defeated in battle. In postwar Germany and Japan, this authority fell into the hands of Dwight D. Eisenhower and Douglas MacArthur, along with a cadre of military officials like Lucius Clay and the Detroit banker Joseph Dodge. In Sovereign Soldiers, Grant Madsen tells the story of how this cast of characters assumed an unfamiliar and often untold policymaking role. Seeking to avoid the harsh punishments meted out after World War I, military leaders believed they had to rebuild and rehabilitate their former enemies; if they failed they might cause an even deadlier World War III. Although they knew economic recovery would be critical in their effort, none was schooled in economics. Beyond their hopes, they managed to rebuild not only their former enemies but the entire western economy during the early Cold War. Madsen shows how army leaders learned from the people they governed, drawing expertise that they ultimately brought back to the United States during the Eisenhower Administration in 1953. Sovereign Soldiers thus traces the circulation of economic ideas around the globe and back to the United States, with the American military at the helm.
As Clausewitz observed, “In war more than anywhere else, things do not turn out as we expect.” The essence of war is a competitive reciprocal relationship with an adversary. Commanders and institutional leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best (and absorbs faster) increases its chances of winning. Mars Adapting examines what makes some military organizations better at this contest than others. It explores the institutional characteristics or attributes at play in learning quickly. Adaptation requires a dynamic process of acquiring knowledge, the utilization of that knowledge to alter a unit’s skills, and the sharing of that learning to other units to integrate and institutionalize better operational practice. Mars Adapting explores the internal institutional factors that promote and enable military adaptation. It employs four cases, drawing upon one from each of the U.S. armed services. Each case was an extensive campaign, with several cycles of action/counteraction. In each case the military institution entered the war with an existing mental model of the war they expected to fight. For example, the U.S. Navy prepared for decades to defeat the Japanese Imperial Navy and had developed carried-based aviation. Other capabilities, particularly the Fleet submarine, were applied as a major adaptation. The author establishes a theory called Organizational Learning Capacity that captures the transition of experience and knowledge from individuals into larger and higher levels of each military service through four major steps. The learning/change cycle is influenced, he argues, by four institutional attributes (leadership, organizational culture, learning mechanisms, and dissemination mechanisms). The dynamic interplay of these institutional enablers shaped their ability to perceive and change appropriately.
At a time when unprecedented change in international affairs is forcing governments, citizens, and armed forces everywhere to re-assess the question of whether military solutions to political problems are possible any longer, Martin van Creveld has written an audacious searching examination of the nature of war and of its radical transformation in our own time. For 200 years, military theory and strategy have been guided by the Clausewitzian assumption that war is rational - a reflection of national interest and an extension of politics by other means. However, van Creveld argues, the overwhelming pattern of conflict in the post-1945 world no longer yields fully to rational analysis. In fact, strategic planning based on such calculations is, and will continue to be, unrelated to current realities. Small-scale military eruptions around the globe have demonstrated new forms of warfare with a different cast of characters - guerilla armies, terrorists, and bandits - pursuing diverse goals by violent means with the most primitive to the most sophisticated weapons. Although these warriors and their tactics testify to the end of conventional war as we've known it, the public and the military in the developed world continue to contemplate organized violence as conflict between the super powers. At this moment, armed conflicts of the type van Creveld describes are occurring throughout the world. From Lebanon to Cambodia, from Sri Lanka and the Philippines to El Salvador, the Persian Gulf, and the strife-torn nations of Eastern Europe, violent confrontations confirm a new model of warfare in which tribal, ethnic, and religious factions do battle without high-tech weapons or state-supported armies and resources. This low-intensity conflict challenges existing distinctions between civilian and solder, individual crime and organized violence, terrorism and war. In the present global atmosphere, practices that for three centuries have been considered uncivilized, such as capturing civilians or even entire communities for ransom, have begun to reappear. Pursuing bold and provocative paths of inquiry, van Creveld posits the inadequacies of our most basic ideas as to who fights wars and why and broaches the inevitability of man's need to "play" at war. In turn brilliant and infuriating, this challenge to our thinking and planning current and future military encounters is one of the most important books on war we are likely to read in our lifetime.
The book tells the story of the theory and history of the mission command approach (decentralized command) and the attempts by different armies to adopt and reform according to this approach.
In a definitive new account of the Soviet Union at war, Alexander Hill charts the development, successes and failures of the Red Army from the industrialisation of the Soviet Union in the late 1920s through to the end of the Great Patriotic War in May 1945. Setting military strategy and operations within a broader context that includes national mobilisation on a staggering scale, the book presents a comprehensive account of the origins and course of the war from the perspective of this key Allied power. Drawing on the latest archival research and a wealth of eyewitness testimony, Hill portrays the Red Army at war from the perspective of senior leaders and men and women at the front line to reveal how the Red Army triumphed over the forces of Nazi Germany and her allies on the Eastern Front, and why it did so at such great cost.
Always at War is the story of Strategic Air Command (SAC) during the early decades of the Cold War. More than a simple history, it describes how an organization dominated by experienced World War II airmen developed a unique culture that thrives to this day. Strategic Air Command was created because of the Air Force’s internal beliefs, but the organization evolved as it responded to the external environment created by the Cold War. In the aftermath of World War II and the creation of an independent air service, the Air Force formed SAC because of a belief in the military potential of strategic bombing centralized under one commander. As the Cold War intensified, so did SAC’s mission. In order to prepare SAC’s “warriors” to daily fight an enemy they did not see, as well as to handle the world’s most dangerous arsenal, the command, led by General Curtis LeMay, emphasized security, personal responsibility, and competition among the command. Its resources, political influence, and manning grew as did its “culture” until reaching its peak during the Cuban Missile Crisis. SAC became synonymous with the Cold War and its culture forever changed the Air Force as well as those who served.
Crimea in War and Transformation is the first exploration of the civilian experience during the Crimean War to appear in English. Beginning with Russian mobilization in 1852 and lasting through demobilization in 1857, the conflict devastated the peoples and landscapes of Crimea as well as the volatile southern borderlands of the Russian Empire, leading to the largest war recovery program yet undertaken by the Russian government.
