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| Srl | Item |
| 1 |
ID:
122183
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| Publication |
2012.
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| Summary/Abstract |
The UK's apparent lack of a 'grand strategy' has been at the heart of intense debate in governmental and wider political circles in the last two years, with various House of Commons committee reports, column inches and, indeed, RUSI Journal articles dedicated to the subject. John Louth explores the fundamental, and crucial, differences in the nature of national and corporate strategies. The recent failure of the BAE Systems-EADS merger, he argues, points to the possible consequences when the two are confused.
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| 2 |
ID:
125278
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| Publication |
Abingdon, RUSI for Defence and Security Studies, 2013.
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| Description |
vii, 152p.Pbk
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| Series |
RUSI Whitehall Paper 81
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| Standard Number |
9781138023581
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Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 057512 | 338.47355/HEI 057512 | Main | On Shelf | General | |
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| 3 |
ID:
158399
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In 1920, Lieutenant C F Jepson RN published in the RUSI Journal an analysis of the critical lessons we should learn from the Great War, a perspective based substantially on the views of French Admiral René Daveluy, whom Jepson admired deeply. It makes for fascinating reading close to 100 years later.
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| 4 |
ID:
137946
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At the root of the West's conventional military dominance lie investment in and the operationalisation of advances in science and technology (S&T). However, with the funding behind this long-held military edge now being scaled back as part of a wider austerity drive, it is ever-more important that governments invest their money wisely and that new technology is operationalised as effectively as possible. John Louth and Justin Bronk draw on interviews with policy-makers, industry figures and military personnel as well as novel-technology case studies to argue for the ‘operationalisation’ of uncertainty in the early design stages of capability planning, thereby allowing for the inclusion of mature technology at a much later date.
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| 5 |
ID:
122248
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| Publication |
2013.
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| Summary/Abstract |
The trend of ever-decreasing national defence budgets poses many worrying questions for companies in the global defence industry and may soon require them to make significant decisions about their respective future strategies. In this article, Henrik Heidenkamp, John Louth and Trevor Taylor explore the various strategic options available to defence companies in the UK and abroad, and consider the centrality of governments in ensuring the long-term sustainability of what is deemed to be an industry crucial to national security.
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| 6 |
ID:
114395
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| Publication |
2012.
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| Summary/Abstract |
'Partnership' and 'partnering' are concepts commonly applied to new initiatives between government and industry. But, as the state looks to improve delivery and value for money in procurement programmes, a simple label will not suffice. Partnership and partnering must truly reflect a collaborative set of working practices bridging the private and public sectors.
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| 7 |
ID:
145945
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The US third offset strategy (3OS) may transform the way in which Western powers generate future battle-winning capabilities and the technologies that enable and sustain them. In this article, John Louth and Trevor Taylor explore the nature of the 3OS, the strategic thinking that is driving it forward and the ambitions it seeks to satisfy. They discuss the key technologies within the strategy and explore the impact that their emergence will have on allies of the US. They conclude by discussing the opportunities and challenges presented to decision-makers on both sides of the Atlantic.
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