Tag Archives: Strategy

A Hollow Force – The Least Worse Option?

British Army, Strategy, ,

It seems apparent that the institutions of Britain are fraying, and the military is not alone in this. While the RAF may have termed the last twelve months its ‘annus horriblis’ it is the Army that appears to be bearing the brunt from service accommodation to hollow divisions. How did we get here?

Julian Lindley-French is as trenchant as ever on his blog: “Government is always about hard choices, but it is precisely because successive British governments have either failed to make such choices, or on the few occasions when they have it has invariably been the wrong choice driven by short-term politics rather than national strategy. The High Establishment even have a metaphor for kicking the British can down the global road – managing decline. They are not particularly good at even doing that.”

A slightly less trenchant perspective, but no less cutting, is afforded by Professors Uttley and Dorman of King’s College London in their written evidence to the Lords’ International Relations and Defence Committee for its recently published report titled ‘Defence Concepts and capabilities: from aspiration to reality’ that was recently covered by WavellRoom. The report is well worth reading, as is the supporting material. I wish to highlight the following from Professors Uttley and Dorman as being salient to where we are now.

  • “the MoD is currently making short-term year-on-year decisions to balance its in-year budget. The result has been a series of short-term capability reductions.” (p.3)
  • “There is ample evidence that HMT and MoD relationships have historically been antagonistic. Part of this is structural: HMT seeks to control expenditure and government departments seek to maximise their budgets. In other words, the MoD is no different from any other large spending department. But it should also be remembered that HMT has, at times, been very supportive of defence as was the case during rearmament in the 1930s.”(p. 5)
  • “As a large spending area, the MoD has historically been a primary area for budget raiding because of its expenditure programme is one of the largest across government. Moreover, given the high level of capital investment it is an area where substantial savings can be made relatively quickly should a major programme be cancelled.” (p.5)
  • “As Robert Self has suggested, HMT has required close supervision of the MoD because of its consistent inability to live within its budget and demonstrate rules of financial discipline, leading to inquisitorial dealings with the MoD. In effect, the MoD has been viewed by HMT as a ‘recidivist over-spender’.” (p.5) (5 Robert Self, Making British Defence Policy, (Routledge: Abingdon), 2022, Ch. 8.)
  • “The UK’s national strategy as a post-WWII residual great power has been based on minimising strategic shrinkage and balancing between a range of sub-strategies. This includes balancing the Britain’s maritime and European continental commitments, as well as investment choices between conventional and nuclear investment, and the maintenance of the special relationship with the US via NATO verses closer integration with mainland European attempts to create security architectures.” (p. 6)

It seems to me that this captures nicely the context of MoD decision making, in both micro and macro over the past few decades. It covers the ‘what’ very nicely, without necessarily going in to the detail of the ‘why’. For this I turn to Sir Peter Ricketts who was the British Government’s first National Security Adviser and, from 2006 until 2010, the Permanent Under Secretary at the Foreign and Commonwealth Office and Head of H.M. Diplomatic Service. In the excellent RUSI podcast Talking Strategy Sir Ricketts expounds at length on strategic decision making as he experienced it.

  • “My experience of democratic politicians are that they are hopeless at strategy making. There is nothing in the training, development required to be a senior political leader that prepares them to think or act strategically.” (2.25)
  • “. . . an overarching national strategy which is what I understand by the term ‘Grand Strategy’ I found from my experience to be pretty much impossible in the rough and tumble of politics which is all about the short term. My experience has been that politicians tend to run a mile when the word strategy is mentioned.” (2:56)
  • “In the Civil Service the word strategy is bandied about for any document that tries to take a rounded view of any problem. So in the Foreign Office we had strategies for every single country in the world and every single issue we were following, a human rights strategy, a climate change strategy, a conflict prevention strategy and so on. What we tried to do in the National Security Council when I set that up for David Cameron in 2010, is to take a step back and look at all the risks and threats which were on the government’s list relevant to the UK, I think it was a list of about 80 of them, and to try and make a choice thereof what we thought were the most likely risks to occur and if they did those that would have the most impact … and then we sat down and with that long list of risks and we produced a matrix of likelihood and impact if the risk happens. And we made choices, we chose twenty risks, we prioritised them between top tier, second tier and third tier risks, and to me that is the essence of strategy making at the top level of government. It’s not about listing every single ambition or aspiration that you have and reassuring citizens that you are doing something about it. It’s making choices, it’s setting priorities, and that’s a thing that I found politicians are very leery of doing. Because when you make choices you leave somebody in the Cabinet disappointed. When you set priorities you can be almost sure that there will be some disruptive event come along (sic) and then you will be criticized for having set the wrong priorities.” (3:56)

Taking all this in to consideration, I was struck by a comment made at an informal dinner recently by some very senior officers. Those of us in the trenches may despair at Army HQ and the MoD, but they are staffed by bright people doing their best, and by and large our leadership are capable and effective too. So what are we to make of their decision making? In talking about the current crop of Service leaders, the point was made that “of course, decision making at that level is all about making the least worst decision”.

So perhaps we are where we are because that was the least worst option available to us? And if so, what needs to change so that the best option available is not simply the least worst option?

The Battle of J115405

Staff Training, Staffwork, Strategy, Training, , , ,
Fort Knocks Keepstar

The genesis of this is a comment by the British Army’s Assistant Head of Media and Communications, Colonel Chris MacGregor. In a thread talking about the newly released British Army recruitment campaign, Colonel MacGregor said the following:

This reminded me of another recent online episode, but on a much grander scale.

EVE Online is a space-based, persistent world Massively Multiplayer Online Role-Playing Game (MMORPG) with hundreds of thousands of active subscriptions and often tens of thousands playing online simultaneously. This thing is HUGE, and over a week in December 2018 a battle took place that should make us all think, the battle of wormhole system J115405, better known as ‘Rage’.

In the EVE universe wormhole systems are the most inhospitable space that there is, creating immense logistical and communications difficulties. The destruction of a Keepstar deep in a wormhole was regarded as impossible – until it happened. Over the course of a year a team on EVE prepared and executed just such an operation, the details of which can be found at Kotaku.com. In doing so this team achieved the following:

  • Executed an effective mission planning cycle that correctly identified how to conduct offensive operations in an environment previously thought to overwhelmingly favour the defender.
  • Set the Theatre
    • Over contested LOCs
    • Allowing for combat attrition and the requirement to offset culmination.
  • Maintained realtime OPSEC over a period of months
  • Exercised Mission Command
  • Practiced PSYOPS
  • Conducted both preliminary operations to isolate the Theatre of operations and subsequent operations to consolidate gains.

Let’s think about this for a little bit. I have been involved in more than a dozen Combined Arms Staff Trainer (CAST) at Battalion and Brigade level, and close to half a dozen divisional Command Post Exercises and the same number of US ‘Warfighter’ exercises. In none of these did we have to set the theatre, conduct preliminary moves over contested LOCs and move from Phase III Dominate (Major Combat Operations) to the subsequent detailed exploitation and consolidation. There are a number of reasons why we don’t achieve all this in training which verge from ‘G3 snobbery’ (combat is sexy and logistics isn’t) to the prosaic: to practice logistics realistically takes time. Team ‘The Initiative’ achieved all this in a dynamic and highly competitive environment and using a distributed command and control network. The Initiative demonstrated professionalism, commitment and operational competence.

There are two key takeaways I want to draw from this.

  • Is there scope to use a MMORPG construct for our operational level staff training? Would staff benefit from participating in such an environment?
  • In recruiting how effective are we at talent spotting those with a proven track record of operational and strategic level planning? Perhaps more so than we realise, we need to move away from a focus on Physical Realm competences, to look closer at those with a Virtual Realm pedigree.

The following are recommended readings to dispel some preconceptions about MMORPG gamers, and highlight some of the benefits (and no, I am not yet a gamer!):

Gamers by Age: Strategy as Motivation (blog)

Making Science Fiction Real (academic paper)

Positive Traits of Hardcore MMORPGs Gamer Identity (academic paper)


The Real Lessons of Afghanistan

Iraq and Afghanistan, Strategy, , , , , ,

A US vehicle passes a reminder of the Soviet experience in Afghanistan.
A US vehicle passes a reminder of the Soviet experience in Afghanistan.

Steven Metz has just published a good article in World Politics Review titled “What are the Real Lessons of the Afghanistan War?“; it is well worth a read.

For the UK the same general strategic lessons apply, but there are some additional lessons peculiar to Britain’s circumstances:

  • Being in a Coalition Obscures. The UK was a senior Coalition partner in both Iraq and Afghanistan. However Coalition strategy is by necessity a strategy of compromise between the differing constituent national interests. This means that both the ‘what’ of national interest  and the ‘how’ the strategy will achieve this may not be immediately apparent. It also means that that while failure is deniable (and in the modern political system this plausible deniability is very attractive) it is also correspondingly more difficult to take credit for when things work.
  • Influence must be resourced. The UK was the biggest of the rest in terms of military commitment both Iraq and Afghanistan. However compared to the US commitment the UK’s commitment was small. The UK never fielded a division in Iraq or Afghanistan after 2003; with less dog in the fight there was less influence (as clearly perceived by Churchill in WW2, his direction on British force ratios compared to US in the invasion of France were explicit). Influence is directly proportionate to capability delivered. As is evident from Lieutenant General Bolger’s book “Why We Lost” British military influence suffered in part from being perceived as the “poor cousins” who could perhaps talk the talk (and weren’t shy in doing so) but couldn’t walk the walk. However it must be noted that influence is not just garnered through conventional military capability, although that is the most obvious.
  • Hidden influence cannot be credited. The UK garners significant influence through its ability to wield the levers of ‘soft power’ especially Information and Diplomacy. However such influence is often understated and behind the scenes and while it may be credited behind the scenes it is hard to weave such influence into a narrative of constructive and significant British contribution at the strategic level. The image increasingly becomes one of a British poodle dancing to the Washington tune, this makes it hard to maintain domestic support.
  • Domestic political fragmentation makes enduring commitments less likely. At the strategic level the nature of war makes it difficult to disentangle the character of politics from the character of war and the character of the strategy involved. In the UK the fragmentation of the domestic political landscape (a fact mirrored across Europe) has made it increasingly difficult to maintain a consensus on military intervention. This is closely linked to the fragmentation of the news space where people actively seek out a news narrative that supports the perception they wish to hold, making building consensus and support harder. This means that unless the political landscape changes, limited interventions such as Libya and Iraq (2014 – ) will probably become the norm. Such interventions are characterised by being short in time and/or limited in means and designed to meet a simple political narrative, normally moral and emotive in nature. Long term strategy and hard headed national interests may be addressed, but not necessarily in the narrative and secondary to immediate political expediency.