We need strategians. In the Army and throughout the services. At entirely levels. We need senior generals and admirals who can provide square(a) army advice to our political leadership, and we need young officers who can provide solid soldiers advice--options, details, the results of analysis--to the generals and admirals. We need military strategists, officers, all up and buck the line, because it takes a junior strategist to implement what the senior strategist indirect requests done, and it (usually) takes the input of juniors to help a senior strategist issue forth at his conclusions. When he was Chairman of the Joint Chiefs of Staff, Admiral dick Crowe said that what we need are people who can get off with thorny problems--people in uniform who are expert in their warfighting specialties and also able to assist the National Command authorities in matters of dodge, policy, resource allocation, and operations. These officers, he said, need to be tried leaders and skilled military technicians, open-minded and adaptable, knowledgeable of military history and the role of armed force in the world, and midazolam in the complexities of bureaucratic decisionmaking and the international interests of the United States and its allies.
This seems all overly obvious, but if so, where are these strategists?
We can find plenty to get wind and study on the subject of leadership; in fact, on that point is a veritable mountain of studies, essays, and books explaining how to build leaders. Not so if one wants to build (or become) a strategist. Here the field of preachy works becomes thin. Of course, in some quarters the very radical of soldiers expounding on strategy is viewed with concern. Yet, the interest in strategy and the great strategists is as intense as it has ever been. On the other hand, the creating (a better word might be developing) of...
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