Though packaging himself as a peace candidate, Obama ultimately proved indispensable to the military-industrial complex in his ability to sustain the illusion of humanitarian intervention and defuse anti-war activism.”
Kuzmarov’s thematic idea is well presented and well supported. His writing is easy to follow and each section has a clear, well written summary highlighting the ongoing message of Obama’s complicity with the warfare state.
“Margin of Victory: Five Battles that Changed the Face of Modern Warfare” by Douglas Macgregor. Naval Institute Press. 2016, Hardcover, 268 pages, $34.95.
“Margin of Victory” is about change, intelligently and soberly recognizing the need for that change regardless of preconceived notions and the consequences of failing to do so. Each of the conflicts analyzed by Macgregor, all seemingly unrelated at first glance, center on his repeated premise that victory will depend on lessons learned that will drive accepting change and implementing the hard decisions that must accompany transformation – notably in technology, people, strategy and organization. While history provides perspective that must be considered, holding on to outmoded concepts or failing to properly leverage what’s been learned will ultimately lead to decisive defeat.
Revised and with a new foreword from leading reform advocate COL (ret) Douglas MacGregor, PhD, Don Vandergriff revisits his 2002 manifesto for the evolution of the U.S. Army.
From the foreword: “Few books in the history of the U.S. Army have made a more convincing argument for change than Don Vandergriff’s Path to Victory: America’s Army and the Revolution in Human Affairs. It is therefore a great privilege to offer some thoughts on the re-release of this important work.
When Don’s book appeared for the first time in 2002 it was not simply detailed account of the Army’s personnel management system, its promotion policies and unit manning practices. It was also a critical examination of the Army as an institution and its extraordinary resistance to change in the way it identifies, develops and employs human talent.
Don Vandergriff’s experiences, research and interaction with fellow military professionals suggest that a cultural revolution within the U.S. military is essential if the nation is to successfully adapt and prevail in the emerging 4th Generation Warfare (4GW) or asymmetric warfare threat environment. An Army cultural revolution has three parts:
1. Strategic leaders must change a counterproductive array of long-established beliefs including many laws, regulations and policies, which are based on out-of-date assumptions.
2. Military leaders must drive and sustain a military cultural evolution through effective education and training of the next generation(s) of leaders in a system that is flexible enough to evolve alongside emerging changes in, and lessons from, war, society and technology.
An Industrial Age model continues to shape the way the Army approaches its recruiting, personnel management, training, and education. This outdated personnel management paradigm―designed for an earlier era―has been so intimately tied to the maintenance of Army culture that a self-perpetuating cycle has formed, diminishing the Army’s attempts to develop adaptive leaders and institutions.
This cycle can be broken only if the Army accepts rapid evolutionary change as the norm of the new era. Recruiting the right people, then having them step into an antiquated organization, means that many of them will not stay as they find their ability to contribute and develop limited by a centralized, hierarchical organization. Recruiting and retention data bear this out.