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ID:
146442
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| Summary/Abstract |
In late 1990, veteran U.S. Navy strategist Captain Peter M. Swartz was preparing to return to the United States after a three-year joint assignment at the U.S. mission to NATO in Brussels, Belgium. Swartz desired to return to the Office of the Chief of Naval Operations (OPNAV) and to the business of naval strategy in which he had been so engaged during the previous decade. Swartz was advised strongly by his mentor in Brussels, Admiral Jim Hogg, the U.S. military representative to NATO’s Military Committee, to take instead a position as a special assistant to the Chairman of the Joint Chiefs of Staff (CJCS), General Colin Powell, U.S. Army. Swartz reiterated that he was not interested in yet another joint job but instead desired to return to the business of creating and disseminating naval strategy.
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| 2 |
ID:
179029
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| Summary/Abstract |
A call for innovation as a means to outpace the acceleration of technological change and to bolster capabilities quickly is a central theme of contemporary U.S. Naval Strategy. The need for innovation is accepted, but the integration of readily available technologies into the Fleet is slow. Innovation unfolds according to “Navy-Time,” a cycle lasting between a long-decade and thirty-years. To accelerate the innovation process in the U.S. Navy, the article offers a Concept of Operations for Innovation that outlines how a deliberate process of analysis, weaponisation and integration can move new ideas and weapons into the Fleet in a strategically relevant time-frame.
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