The U.S. Army continues to test a lightweight tracked vehicle known as Ripsaw that’s now being pitched to the consumer market as a “luxury super tank.”
A handful of the Ripsaw Extreme Vehicle 2, or EV2, products made by Howe and Howe Technologies Inc., based in Waterboro, Maine, are undergoing evaluations at Picatinny Arsenal in New Jersey to assess how they could be used in future combat operations. Indeed, on Tuesday, Maj. Gen. Cedric T. Wins, head of the U.S. Army Research, Development and Engineering Command, rode in one of the vehicles with a driver as part of a demonstration.
The company describes the 750-horsepower, optionally manned vehicle — which is capable of reaching speeds of almost 100 miles per hour and costs roughly $250,000 — as a “handcrafted, limited-run, high-end, luxury super tank developed for the public and extreme off road recreation.”
For one, it’s too light. At 9,000 pounds, the EV2 is closer in size to the Humvee than a tank. For example, the Army’s M1A2 Abrams main battle tank tips the scales at more than 70 tons. Indeed, the Ripsaw isn’t even in the same weight class as an M1126 Stryker Combat Vehicle or M2/M3 Bradley Infantry Fighting Vehicle.
Also, it doesn’t carry the same firepower. The EV2 is designed to accommodate the Common Remotely Operated Weapon Station, which can mount any number of weapons — including the M2 .50-caliber machine gun, Mk19 40mm automatic grenade machine gun, M240B 7.62 mm machine gun and M249 Squad Automatic Weapon. By comparison, the M1A2 tank’s main armament is the 120mm L/44 M256A1 smoothbore tank gun.
Finally, it doesn’t have any armor to speak of, just an aluminum frame with gull-wing doors. So it’s really more of a tracked DeLorean than a tank (see picture below).
Even so, the manufacturer says the Ripsaw is the “fastest dual tracked vehicle ever developed.”
And that may be why, several years after the vehicle was featured in “Popular Science” magazine in 2009, the Army remains interested in seeing how it might incorporate the EV2 into its combat formations. The service has tested the technology for at least a year — a soldier in 2016 operated a Ripsaw from a M113 Armored Personnel Carrier trailing a kilometer away, according to a press release at the time.
Here at Military.com, we’re fascinated by the technology and reaching out to the Army to learn more about how officials are evaluating this slick ride, which is almost guaranteed to get more popular in the months and years ahead.
The maintenance team from the Army’s 2nd Battalion, 501st Aviation Regiment has been working nonstop in Puerto Rico since they flew in from Fort Bliss, Texas, Oct. 9. The crew maintains six CH-47 Chinook helicopters that deliver humanitarian supplies daily to some of the hardest-hit and most remote areas of Puerto Rico following Hurricanes Irma and Maria.
Soldiers need to do 90 percent of the maintenance work at night to allow full usage of the helicopters during the day for essential humanitarian missions, said Army Lt. Col Chris Chung, the battalion commander.
“At first, night shift was running from 3 p.m. to 1 a.m., sometimes 2 or 3 a.m.,” said Army Sgt. Jason Gonsalves, a CH-47 helicopter repairer. “We were working long days, only stopping to take a break for thirty minutes.”
When the unit arrived, the maintenance team had to reassemble the Chinooks, which they had only recently disassembled to fit on C-5 Galaxy transport aircraft for the trip from Texas, Gonsalves said.
In order for two Chinook helicopters to fit aboard a C-5, their rotor systems and housings must be detached and disassembled.
The maintainers had the helicopters back together and ready to fly within 48 hours, said Army Pfc. Zachariah Ingram, a CH-47 helicopter repairer.
In addition to regularly scheduled maintenance, the crew has to be vigilant for other problems that come with the operating environment. For example, the salt air and humidity inherent with operating in tropical environments can lead to corrosion, Gonsalves said.
When not working on the helicopters, the maintainers volunteer to help with the humanitarian airlift.
“I’ve gone on a flight to help pass out supplies and talk to the populace,” said Army Spc. Juan Betancourt, a CH-47 maintainer.
Betancourt, a native Spanish speaker, uses his skills to help other soldiers communicate with the island’s residents.
“There was a younger girl, maybe 12 or 13, who came up and gave me a hug and said ‘Thank you,'” Betancourt said. “It was heartwarming.”
The work of the maintenance crews has not gone unnoticed.
“Our maintainers have done a phenomenal job keeping the Chinooks … up and running at the mission-capable status that we need to continue to achieve missions that are requested of us and to be on standby for those that are not,” Chung said. “It’s not a small task and it’s not a small feat.”
In war games simulating a high-end fight against Russia or China, the US often loses, two experienced military war-gamers have revealed.
“In our games, when we fight Russia and China, ‘blue’ gets its ass handed to it,” David Ochmanek, a RAND warfare analyst, explained at the Center for a New American Security on March 7, 2019, Breaking Defense first reported. US forces are typically color-coded blue in these simulations.
“We lose a lot of people. We lose a lot of equipment. We usually fail to achieve our objective of preventing aggression by the adversary,” he said.
US stealth fighters die on the runway
At the outset of these conflicts, all five battlefield domains — land, sea, air, space, and cyberspace — are contested, meaning the US could struggle to achieve the superiority it has enjoyed in the past.
An F-35A joint strike fighter crew chief watches his aircraft approach for the first time at Eglin Air Force Base in Florida, July 14, 2011.
(US Air Force photo by Samuel King Jr.)
In these simulated fights, the “red” aggressor force often obliterates US stealth fighters on the runway, sends US warships to the depths, destroys US bases, and takes out critical US military systems.
“In every case I know of, the F-35 rules the sky when it’s in the sky,” Robert Work, a former deputy secretary of defense and an experienced war-gamer, said March 7, 2019. “But it gets killed on the ground in large numbers.”
Neither China nor Russia has developed a fifth-generation fighter as capable as the F-35, but even the best aircraft have to land. That leaves them vulnerable to attack.
US warships are wiped off the board
“Things that sail on the surface of the sea are going to have a hard time,” Ochmanek said.
Aircraft carriers, traditional beacons of American military might, are becoming increasingly vulnerable. They may be hard to kill, but they are significantly less difficult to take out of the fight.
USS Enterprise is underway with its strike group in the Atlantic Ocean.
(US Navy photo by Mass Communication Specialist Seaman Harry Andrew D. Gordon)
Naval experts estimate that US aircraft carriers now need to operate at least 1,000 nautical miles from the Chinese mainland to keep out of range of China’s anti-ship missiles, according to USNI News.
US bases burn
“If we went to war in Europe, there would be one Patriot battery moving, and it would go to Ramstein [in Germany]. And that’s it,” Work explained, according to Breaking Defense. “We have 58 Brigade Combat Teams, but we don’t have anything to protect our bases. So what difference does it make?”
Simply put, the US military bases scattered across Europe and the Pacific don’t have the anti-air and missile-defense capabilities required to handle the overwhelming volume of fire they would face in a high-end conflict.
US networks and systems crumble
In a conflict against a near-peer threat, US communications satellites, command-and-control systems, and wireless networks would be crippled.
Marines participate in Hatch Mounted Satellite Communication Antenna System training on an MV-22B Osprey at Marine Corps Air Station New River, North Carolina, Feb. 12, 2019.
(U.S. Marine Corps photo by Lance Cpl. Gumchol Cho)
“The brain and the nervous system that connects all of these pieces is suppressed, if not shattered,” Ochmanek said of this scenario. Work said the Chinese call this type of attack “system destruction warfare.”
The Chinese would “attack the American battle network at all levels, relentlessly, and they practice it all the time,” Work said. “On our side, whenever we have an exercise, when the red force really destroys our command and control, we stop the exercise and say, ‘let’s restart.'”
A sobering assessment
“These are the things that the war games show over and over and over, so we need a new American way of war without question,” Work stressed.
Six High Mobility Artillery Rocket Systems conduct a live-fire exercise as part of pre-deployment training at Ft. Bliss, Texas.
(Wisconsin National Guard photo by Staff Sgt. Alex Baum)
Ochmanek and Work have both seen US war games play out undesirably, and their damning observations reflect the findings of an assessment done from fall 2018.
“If the United States had to fight Russia in a Baltic contingency or China in a war over Taiwan, Americans could face a decisive military defeat,” the National Defense Strategy Commission — a bipartisan panel of experts picked by Congress to evaluate the National Defense Strategy — said in a November 2018 report.
The report called attention to the erosion of the US’s military edge by rival powers, namely Russia and China, which have developed a “suite of advanced capabilities heretofore possessed only by the United States.”
The commission concluded the US is “at greater risk than at any time in decades.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The U.S. Treasury said Net Peygard targeted current and former U.S. government and military personnel with a malicious cybercampaign, while New Horizon had staged international gatherings to back efforts by the Islamic Revolutionary Guards Corps’ Quds Force to recruit and collect intelligence from foreign participants.
Witt herself was recruited by Iran after attending two international conferences organized by New Horizon, U.S. officials said.
They said Witt served as a counterintelligence officer in the air force from 1997 until 2008, and worked as contractor for two years after that.
College life and Navy life are very different, but there’s one thing they have in common: worried parents.
Whether you’re in college or the Navy, you can count on parents constantly checking in and asking a million questions. These conversations can feel like investigations; especially during deployments.
While Navy parents worry about their sons and daughters being in harm’s way, sailors are usually worried about more important things, like when’s the next port visit and what are their duty days. A little white lie can ease a parent’s worries. Here are some of the most common ones offered:
1. “I’m only allowed one call a month.”
2. “Sorry I won’t be able to call you during my next port visit, I have duty the entire time.”
3. “Of course I’m eating healthy, midrats is the healthiest meal of the day!”
4. “With the hours I work, I have no desire to stay out late.”
5. “Yes, I am spending my money wisely.”
6. “No, I never drink during port visits.”
7. “I spent my entire Hong Kong port visit sightseeing.”
President Vladimir Putin hailed new missiles in Russia’s military arsenals but emphasized Oct. 18, 2018, that the country would only use its nuclear weapons in response to an incoming missile attack.
Putin emphasized during an international policy forum in Sochi that Russia’s military doctrine doesn’t envisage a preventative nuclear strike. He said Moscow only would tap its nuclear arsenal if early warning systems spotted missiles heading toward Russia, in which case “the aggressor should know that retaliation is inevitable.”
“Only when we become convinced that there is an incoming attack on the territory of Russia, and that happens within seconds, only after that we would launch a retaliatory strike,” he said during a panel discussion at the forum.
“It would naturally mean a global catastrophe, but I want to emphasize that we can’t be those who initiate it because we don’t foresee a preventative strike,” Putin said.
“We would be victims of an aggression and would get to heaven as martyrs,” while those who initiated the aggression would “just die and not even have time to repent,” he added.
In this video grab provided by RU-RTR Russian television via AP television, March 1, 2018, a computer simulation shows the Avangard hypersonic vehicle maneuvering to bypass missile defenses en route to target.
The Russian leader also warned that new hypersonic missiles his country developed give it a military edge.
“We have run ahead of the competition. No one has precision hypersonic weapons,” he said. “Others are planning to start testing them within the next 1 to 2 years, and we already have them on duty.”
Another new weapon, the Avangard, is set to enter service in the next few months, he said. In 2018, Putin said the Avangard has an intercontinental range and can fly in the atmosphere at a speed 20 times the speed of sound, making it capable of piercing any missile defense system.
His blunt talk on Oct. 18, 2018, comes as Russia-West relations remain frosty over the Ukrainian crisis, the war in Syria and the allegations of Russian meddling in the 2016 U.S. presidential vote.
Putin said he still hopes U.S. President Donald Trump will be able to improve the ties between their countries. He thinks Trump wants “some sort of stabilization and improvement of U.S.-Russian ties” and said Moscow is ready for that “at any moment.”
Putin said his meeting with Trump in Helsinki in July 2018 was positive and they had a “normal, professional dialogue” even though their exchange brought strong criticism from Trump.
Donald Trump and Vladimir Putin in Helsinki, July 2018.
At the same time, the Russian president sharply criticized Washington’s reliance on sanctions against Russia and others, saying the instrument of punishment “undermines trust in the dollar as a universal payment instrument and the main reserve currency.”
“It’s a typical mistake made by an empire,” Putin said. “An empire always thinks that it’s so powerful that it can afford some mistakes and extra costs.”
Building on his defiance and boasts, Putin said Russia had nothing to fear given its defense capability and “people ready to defend our sovereignty and independence.”
“Not in every country are people so eager to sacrifice their lives for the Motherland,” he said.
A new fighting robot called the Phantom might be deployed on the battlefield in eastern Ukraine next year, according to Defense One.
Ukroboronprom, the Ukrainian defense contractor developing the robot, displayed the robot at the Association of the US Army show in Washington DC on October 9th, Defense One reported.
The Phantom can be fitted with tracks or wheels, as well as a wide variety of weapons, including a coaxial 23 mm machine gun, antitank missiles, and grenade launchers, according to Ukroboronprom.
It runs on a 30 kilowatt hybrid engine that can hit speeds of up to 37 mph, and it can cover a maximum distance of about 81 miles, Ukroboronprom said. It is even capable of evacuating wounded soldiers from the field.
The Phantom also has a backup microwave-communication link that allows it to function even if its receiver is jammed or hacked, Defense One reported. This feature was specifically designed to counter Russian electronic-warfare attacks that have plagued Ukrainian forces, especially in the early days of the war.
The US is developing fighting robots as well, and Russia already “has a wide array of ground bots” but has not deployed them to the Donbas, according to Defense One.
Ukroboronprom is looking to sell the Phantom and form partnerships in general with other nations, especially the US, according to Foreign Policy.
“We came [to the AUSA in DC] to show our expertise and potential — to show that we can be partners,” Roksolana Sheiko, director of communications policy for UkrOboronProm, told Foreign Policy.
In recent months, the US and Ukraine have agreed to or discussed a number of weapons-and military-equipment sales and joint ventures.
In June, two deals were made to facilitate sale of military equipment and promote joint research and development between the two countries.
Thermobaric rockets can be carried by a single infantry soldier in addition to their normal weapon, but the rockets are so powerful they can destroy some buildings in a single shot. America’s main thermobaric rocket is the SMAW-NE. The Shoulder-launched Multi-purpose Assault Weapon-Novel Explosive fires a rocket that disperses a mist of metal and fuel. The chemicals then react with the oxygen in the air before exploding.
The resulting blast is strong enough to take out many small buildings, even those built with stone and heavy beams. The weapon is mostly used by the Marine Corps and was deployed during the Second Battle of Fallujah.
Of course, America isn’t the only country with thermobaric rockets. Russians use the Shmel-M. In the Russian military, thermobaric weapons are called, “flamethrowers,” but the rockets work the same way. The Shmel-M is actually a descendant of the Schmel, the first deployed thermobaric weapon.
Thermobaric weapons also come in the form of a bomb or grenade.
In October 2018, Airman Magazine sat down for a conversation with Maj. Gen. Robert J. Skinner, Twenty-fourth Air Force commander; Air Forces Cyber commander and Joint Force Headquarters-Cyber commander, Joint Base San Antonio-Lackland, Texas. He is responsible for providing Air Force component and combatant commanders with trained and ready cyber forces to plan, direct and execute global cyberspace operations.
Airman Magazine: In July, the Twenty-fourth AF moved from Air Force Space Command to Air Combat Command. At the same time you moved from AFSPC to ACC. What are the reasons for that restructuring?
Maj. Gen. Skinner: This allows Gen. Raymond, as the Air Force Space Command commander, to truly focus on space operations. The other thing is this brings cyber within Air Combat Command, which has intelligence, surveillance and reconnaissance; command and control and the air domain. Bringing all these forces together under one four-star MAJCOM (major command) commander, Gen. Holmes, allows him some more flexibility to be able to present forces across the spectrum of operations.
The networks for those operations need to be resilient and they need to be protected. When you bring together the ISR, cyber, information operations, electronic warfare and command and control, that’s a lot under one hat. But it allows us greater integration as we move forward. At the end of the day, this is about multi-domain operations and the more we can bring those together, the more successful we’ll be.
Airman Magazine: How are your responsibilities divided between your three commands? It seems that just the information technology portion alone would be a huge demand on your resources.
Maj. Gen. Skinner: Cyber operations have four or five different lines of effort. One is to actually build the networks, build the applications and build the systems.
Another is to operate and maintain the networks, but also secure and protect them from vulnerability to adversaries. We also defend networks for our maneuver forces and then we have full spectrum operations, which is on the offensive side.
We also have combat communications airmen and engineering installation airmen who extend the network out to a multitude of places, whether that’s tactical basing or at the forward battle edge.
With that said, information technology is still a key part of the cyberspace domain and we are moving forward in the Enterprise IT as a service. We are going to utilize things industry does very well as a commodity type of action activity.
We are going to leverage what industry does great, providing some services and network infrastructure, and re-mission our airmen to do core Air Force missions on the defensive and offensive side, while providing assurance for the many missions the Air Force presents to the combatant commanders on the joint side.
The bottom line is we’re in the cyber operations business — information technology, networks, both operating and defending — and we provide full spectrum operations in this thing we call the cyberspace domain.
Tech. Sgt. Wyatt Bloom uses a spectrum analyzer to check television broadcast network routers at the Defense Media Activity, Fort Meade, Md., July 18, 2012. Bloom is a cyber-transport technician assigned to DMA.
Airman Magazine: Would you explain your duties as commander of the Air Force component at Cyber Command? How is that different from the hat you wear as commander of Twenty-fourth AF and Air Force Cyber?
Maj. Gen. Skinner: This could actually be a dissertation. To break it down a little bit, the Twenty-fourth AF is where we organize, train and equip our airmen. The perfect example is we have an organization down at Hurlburt Field — they train almost every cyber professional. Now we do a lot more than that, but that’s one example of the Twenty-fourth AF piece.
In the Air Force cyber piece, I am charged by the Air Force to present forces to Gen. Paul Nakasone, the U.S. Cyber Command commander, for his missions and functions as the combatant commander.
We provide offensive forces and defensive forces, DODIN (Department of Defense Information Networks) ops cyber professionals and ISR professionals to Gen. Nakasone, so he can perform his mission.
Then the third area is the Joint Force Headquarters side. That’s where Gen. Nakasone has asked us to align to three different combatant commanders to provide additional joint support for their missions.
We have planning elements that are aligned to these three combatant commanders, as well as some cyber teams supporting the commanders’ efforts in defense of the mission. Our teams are able to deploy and employ forces against a particular adversary at the time and place of the combatant command commanders’ choosing.
Our job within Twenty-fourth AF, AF Cyber JFHQC and Cyber Command, is to be ready at a moment’s notice to protect our systems and defend the networks and defend the core missions of our military and our joint war fighters. Then deter, disrupt and degrade an enemy’s ability to perform those functions against us. Part of that goes into making sure that we have persistent engagement, a persistent presence, and a persistent innovation as we continue to move forward.
Airman Magazine: Across the Air Force, joint force, partner agencies and nations, do cyber operations equate to kinetic operations or is that a completely different animal?
Maj. Gen. Skinner: I would say it is not a completely different animal. To be successful in cyber operations and have cyberspace superiority at the time and place of our choosing, we need a team of teams that is internal to the Air Force.
Every single airman in our Air Force needs to be a cyber sentinel. We need every airman to be very conscious of cyber security, cyber hygiene and things that are going on within the cyberspace domain.
We have branched out and are part of several joint organizations that perform functions and missions within the cyber domain. The National Security Agency is a huge partner with us as we perform these missions, as well as the Central Intelligence Agency, Defense Information Systems Agency and Department of Homeland Security — a lot of different agencies across the board.
We are also great partners with commercial industry and academia because we’re all in the same field and in the same cyber domain.
Within Twenty-fourth AF, we have a United Kingdom representative and an Australian liaison officer, but most of our allies and partners are really up at the Cyber Command level. We leverage those partners through U.S. Cyber Command, NATO and other organizations.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What is it that makes your cyber airmen “cyber warriors”?
Maj. Gen. Skinner: Our airmen are absolutely warriors. We have teams in the fight operating constantly: 7 days a week, 365 days a year, Christmas and New Year’s.
If you’ve heard Gen. Nakasone speak recently you’ve heard him say we’re no longer solely responding to network intrusions, we have cyber forces persistently engaged against state and non-state adversaries, actively identifying and countering threats in the cyber domain.
This achieves several benefits at once: first and foremost, it gives us control over the cyber terrain that serves as the foundation for superiority in cyberspace. It also keeps our operators ready and their skills honed and imposes cost on the adversary so they can no longer operate freely without repercussion. There’s already a massive demand signal for our cyber operators that will only increase, so we have to ensure we’re fielding proficient, ready and lethal operators at scale.
Because of this, we are investing not only the readiness of our mission, but also in the readiness of our people. This means examining everything within our scope of control, including the effect the operational tempo of our 24/7/365 mission has on our operators.
Just like you see within the (remotely piloted aircraft) field, cyber can mean long periods away from the sunlight and abnormal sleep hours, and that can absolutely have an effect on people. Any leader will tell you—if you take care of the people, they will take care of the mission.
Airman Magazine: What part does the total force play in cyber operations and defense?
Maj. Gen. Skinner: I will tell you, we could not do our job on a day-to-day basis without the total force. The majority of the forces within Twenty-fourth AF are guard and reserve components.
Our engineering installation mission is 85 to 90 percent within the guard. More than 50 percent of our combat communications capability, which extends and expands our capabilities to the tactical edge, is in the guard. We have guard organizations up in Washington. We have some in Rhode Island. We have some here in Texas. I will tell you they provide great day-to-day work.
What’s even more important is the expertise that they bring from their civilian jobs. We have vice presidents of some corporations who are part of our total force as well. Bringing that expertise, leadership, things that the public is good at and things that industry is focused on benefits the military and vice versa. They take lessons learned from the military and take it to their company. So it’s a great yin-yang relationship.
Whether it’s an offensive operation or a defensive operation or even DODIN ops, there has to be a tight tie between all of those as we move forward because the defense learns from the offense and the offense learns from the defense. DODIN ops learn from defense to figure it out where we need to be resilient, where some of our mission critical assets are and how to defend them.
All the computer networks, email, applications and systems in the cyberspace domain are what we call the Department of Defense Information Networks. There are pay applications that we have in the Air Force that are part of DODIN. If you get paid electronically within the Air Force that’s part of the DoD information network.
Airman Magazine: Is it an advantage that those reserve and National Guard personnel tend to have long histories with one unit?
Maj. Gen. Skinner: I would say sometimes it’s an advantage and sometimes it’s not. In some places having continuity is good. I would say having too much continuity isn’t necessarily good in cyber because you want some fresh blood, some fresh ideas.
Airman Magazine: Would a technical track for active-duty cyber operators benefit the force?
Maj. Gen. Skinner: Similar to other domains and weapon systems, we have to be proficient to be effective. Since cyber is a technical domain we do need technical expertise.
However as our people gain that expertise and increase in rank and responsibility, we need them to be leaders and lead teams to success while still maintaining credibility in their profession. We, ACC and Headquarters Air Force are working closely together to determine what the right “path to greatness” will look like, in order to build a force that generates maximum lethality.
Cyber warfare operators assigned to the 275th Cyber Operations Squadron of the 175th Cyberspace Operations Group of the Maryland Air National Guard configure a threat intelligence feed for daily watch in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: As cyber tools and methods seem to change constantly, ow can the acquisitions process be altered to make sure the Air Force has the best technologies and practices in the cyber domain?
Maj. Gen. Skinner: The Air Force and DoD leadership are laser-like focused on our ability to acquire things in a more agile, fast and relevant way. We have leveraging other authorities, like 804 authorities, to bring on the future faster and to bring innovation faster.
As an Air Force we are becoming more of a software force than a hardware force. The ability to bring the new wave of agile software development operations, DevOps, is going to be key in maintaining our superiority and operating within the enemy’s OODA loop (time it takes to observe, orient, decide, and act).
We’re bringing in individuals who understand the old waterfall model is not the right model because by the time that you set the requirements and start developing to those requirements, the environment, threats and priorities have changed.
If you’re spending weeks, months and years identifying and defining hundreds or thousands of requirements, you definitely can’t meet those requirements in a timely manner. So leverage industry, leverage developers who are innovative, define the left and right limits or requirements.
So you get a three to five-page requirements document, which is much better than a 100 to 200-page document. Let them innovate and come back with a solution and in a much more timely manner—days and weeks versus months and years. Then you iterate and you continue to iterate on that minimum viable product.
Then also leverage some of those techniques to buy the right hardware in a timely fashion and focus on the approval top rate process, to reduce the amount of time to approve either software or hardware for connecting to the network. I know that Dr. Roper, Air Force Acquisition and the chief and secretary are very focused on bringing the future faster.
Airman Magazine: The Air Force is considering launching a cyber rapid capabilities office. How would that benefit the Twenty-fourth AF and the cyber community as a whole?
Maj. Gen. Skinner: The traditional slow-and-steady acquisition model is great for buying a fleet of fifth-generation aircraft, but it isn’t ideal for cyberspace where the landscape is changing constantly and where the state-of-the-art is available to anyone interested in buying. We need to get faster.
The DNA of the Air Force RCO brings agility and flexibility, which drives down timelines and increases capability. Right now we can’t say what form a cyber RCO would take, but will benefit us by getting the right capabilities and weapons at the right time to our operators. We need to respond to malicious cyber activity with greater speed and tempo employing a calculated, “spectrum of risk” framework which is properly delegated at echelon to enable responsible and responsive cyberspace operations in support of assigned missions.
The concept of Fusion Warfare gathers all intelligence, surveillance and reconnaissance data across all Air Force platforms into the “combat cloud” through and autonomous process where it’s analyzed and combined to create a real time big picture for commanders.
(Photo by Airman 1st Class Kevin Sommer Giron)
Airman Magazine: What effect will advances in big data research have on cyber operations?
Maj. Gen. Skinner: Data is the game changer in our business. If I own the data battle space, then I will definitely be within the OODA loop of the adversary. Being able to leverage quantum computing, artificial intelligence and analysis of big data platforms is really the future of our mission.
There is so much data out there in today’s environment there is no way that you can get through all of it (manually). So you may miss a key data point that would help you make a decision. In a future conflict, being able to have the right data at the right time analyzed at the right tempo is key to success.
We’re putting a lot of effort into better understanding the data, not just from cyber standpoint, but also in logistics, in intelligence and even in personnel. The more we can analyze the data, the better that we can perform education and training, perform timely logistics, perform ISR operations. Every single Air Force core mission is reliant on data to be more effective, more efficient and more successful.
Airman Magazine: Can you talk about Hack the Air Force and its value to the force?
Maj. Gen. Skinner: The first Hack the Air Force iteration was in late 2017, after the successful Hack the Pentagon initiative by Defense Digital Services. When the first hackathon sprint kicked off it took less than a minute for a hacker to find a valid vulnerability. By the end, over 200 holes in our boundary had been patched—and that was just the first iteration.
Hack the Air Force gets after two important focus areas: first, it builds capacity for the Air Force by leveraging expertise from a multitude of places, and second, it leverages innovative thinking to find vulnerabilities we otherwise might not uncover.
Take, for example, the person who won the first hackathon sprint, a 17-year-old high school student from Chicago. Maybe his path won’t lead him to the Air Force, but we were still able to use his talents to make ourselves more resilient. To me that’s a win.
Quynh Tran, right, a Raytheon Corporation software engineer, talks with Capt. Nick Lundin, Product Management lead, about a software coding project May 30, 2018 at Kessel Run, a program within the Defense Innovation Unit Experimental, a United States Department of Defense organization, in Boston.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What lessons can be learned from commercial companies about practices that enable those fresh ideas to come forward?
Maj. Gen. Skinner: There are a lot of great lessons learned from Silicon Valley and I would offer Silicon Valley has also learned from the Department of Defense.
As I’ve said many times over my 33-year career to date, if I came into the military today, compared with a talent level of the individuals that we have now, I would not be as successful as I have been.
The talent today is amazing and our job as senior leaders is how do we unleash that talent? How do we have the right policies and the right directives leveraging the right acquisition authorities and unleash this talent on the hard problems that our force and our nation face today.
The key is getting the right people in the room to determine how best to provide solutions, whether it’s software development, hardware acquisition or cyberspace operations. It’s getting the right people in the room and getting through the bureaucracy, pushing the bureaucracy to the side and being able to unleash the talent.
Airman Magazine: How can, especially when it comes to the cyber domain, the Air Force compete with civilian industry to attract more STEM (science, technology, engineering and math) talent?
Maj. Gen. Skinner: There was always a competition between academia, research labs, commercial industry and the military. We as a military cannot compete from a dollar standpoint.
But where we can compete is with the great things you can do within the DoD, that you probably can’t do within the commercial world. We have great missions coming from the research we’re doing.
Some of the operations we’re doing on a day-to-day basis, you can’t do that on the commercial side. We have opportunities for individuals at a variety of levels to perform things they couldn’t do outside of the military. That’s our calling card.
Airman Magazine: Peer and near-peer competitors have been going to school on us since World War II; how do we offset that advantage?
Maj. Gen. Skinner: I would say every threat is an opportunity. While we have been focused over the last 10 to 15 years on the violent extremist, the latest National Defense Strategy, National Security Strategy and National Cyber Strategy outline strategic competition, peer competitors, and has turned the focus there.
You’ll hear a lot about readiness. Readiness is very important to our chief, very important to our secretary and very important to the secretary of defense. We need to make sure that we have a lethal force. In order to do that, you need to have a ready force.
In order to be ready, you need to have a disciplined force. Especially when there is strategic competition out there and adversaries who on a day-to-day basis are performing actions and operations that are probably right below the level of conflict.
But, I would not want to go and do a mission against a threat with anyone else but the airmen we have in our service today. Our airmen, with our joint partners in the other services, still have the most critical, credible and lethal force in the world.
Airmen with the 68th Network Warfare Squadron monitor Air Force communications to analyze disclosures of critical information and perform data loss prevention at Joint Base San Antonio-Lackland, Texas, Oct. 25, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: You talked about having a disciplined force in order to be lethal. What constitutes discipline in the cyber world?
Maj. Gen. Skinner: Discipline is key. I’m not talking about discipline from a uniform code of military justice aspect. This is discipline in processes, discipline in procedures and discipline in command and control. We spent a lot of time going back and trying to figure out what happened on something because there was an undisciplined tactic, technique, procedure or process. We’re trying to leverage discipline to make our force more effective and more capable and build capacity.
Then we come to a readiness standpoint. Readiness, as you know, is made up of personnel, equipment, procedures and training. We are continually leveraging our innovative airmen to improve the training they receive, how we purchase equipment, how we educate our airmen.
Part of all this is proficiency. Proficiency against a violent extremist organization is much different than proficiency against strategic competitors. Our focus continues to be how to maintain and improve the readiness and proficiency against strategic competitors.
We are also leveraging our airmen and technology to be more efficient and more effective.
Leveraging artificial intelligence can decrease the amount of time that our airmen spend doing manual work so they can focus on the higher end discussions of cognitive actions and activities.
For example, manually looking through thousands of pages of data takes a very long time. We have airmen who are leveraging technology, whether it’s using keywords or bringing a couple of technologies together, that can take those thousands of documents and run through them in minutes versus hours, days or weeks.
Then taking what the technology has given you and put the human eye on it — are there any other needles in the haystack?
That’s what our airmen are doing on a day-to-day basis. Whether it’s from a data collection standpoint, whether it’s from a cyber operation standpoint, whether it’s looking through logs to see if we have an adversary presence on our networks. Looking through logs to make sure that our user experience is where it needs to be on a daily basis, but leveraging technology to reduce the amount of manual steps.
Airman Magazine: With a kinetic weapon, the effects are apparent and there is an inherent process to be able to determine origin, intent and purpose. The very nature of cyber is to hide the hand that dealt the cards. What kind of challenges does determining attribution pose for a commander?
Maj. Gen. Skinner: So attribution is a very significant challenge. There are not as well defined international norms in the cyberspace domain and therefore a multitude of nations and multitude of criminals and the multitude of other individuals are continuing to push the limits.
It is often very apparent in the other domains, from an effect or an outcome, who the actors are. In the cyber domain, you can have the same type of effects in as in other domains, but it is harder to determine the source, which is really important when you start talking about multi-domain operations.
Cyber is a critical enabler while also a critical operation because cyber can be both supporting and supported within multi-domain operations. As we continue to refine our operations, to refine our tactics, techniques and procedures, we will continue to get better at understanding attribution, understanding the outcomes, and making sure that we refine and define those outcomes and bound the outcomes to meet our mission objectives.
As cyber continues to get more profound and more pronounced in the day-to-day operations, attribution is going to become that much harder.
U.S. Air Force Maj. Gen. Robert Skinner, then Deputy Commander of Air Force Space Command, speaks at the 2018 Rocky Mountain Cyberspace Symposium in Colorado Springs, Colorado, March 6, 2018.
(Photo by Dave Grim)
Airman Magazine: How do you convince people that cyber and space have become foundational to everything that the Air Force, and our society as a whole, does on a daily basis?
Maj. Gen. Skinner: I’ll give you a perfect example, the Global Positioning System is operated by Air Force Space Command: not only for the nation, but the whole world. The U.S. Air Force supplies and supports the system and satellites that enable the GPS navigation we use in our cars and on our phones every day, millions of times around the world.
It also provides timing. Every financial transaction is supported by the GPS system. So when you purchase something and put your credit card into that reader, there’s a timing aspect that is being supported by GPS. So the Air Force is supporting billions of activities and actions all the time.
Airman Magazine: The chief of staff and secretary have made it a priority to push command level decisions down to the lowest level possible. How is that manifested in your command?
Maj. Gen. Skinner: Its not only because the chief and the secretary say they want it done. We have the greatest airmen in the world and we have the greatest commanders in the world—pushing authorities and responsibility down to the lowest level really enables them to unleash the talent around them and enables us to unleash their talent.
You don’t need higher headquarters micromanaging and directing things on a daily basis. Our commanders are boarded. We have a tradition of great commanders in our Air Force and we need to let them run. We need to let them determine how best to run their organizations and how best to be effective. The more that we can push decision authority down, the more bureaucracy we can eliminate and the more agile, lethal and effective we can be as an Air Force.
From a higher headquarters level and higher commander level, our responsibility is to give the left and right limits to those organizations and then let them run.
If we are in a conflict, especially against a peer competitor, the amount of time it would take to micromanage our tactical-level units would not allow us to be inside the OODA loop of our adversary.
We need to allow our commanders, in peacetime, to train like they are going to fight. To have that authority to perform the mission as they see fit. With more guidance, directives and limitations to that commander, there’s going to be some negative learning, first and foremost, but secondly, the safety of our airmen will be put in jeopardy.
Participants in the joint, multinational exercise Cyber Guard 2016 work through a training scenario during the nine-day event in Suffolk, Va., on June 16, 2016.
(Photo by Petty Officer 2nd Class Jesse A. Hyatt)
Airman Magazine: As commander of Joint Force Headquarters Cyber, you’re responsible for cyber affects in campaign plans from U.S. Central Command to U.S. Transportation Command. How does that integration take place?
Maj. Gen. Skinner: Aligned to each of those combatant commanders we have an element called the Cyber Operations Integrated Planning Element. We are just now standing those up and they are at the combatant commanders’ headquarters.
They’re kind of our picture window into that combatant commander to enable cyber operations planning to be part of their overall plan. Each combatant commander has either a function or a region they’re responsible for and they have what we call a scheme of maneuver, which is either day-to-day or in conflict. It is the commander’s plan of how to ensure sure we are successful in that campaign.
These planning elements are aligned there so we can be part of that plan and make sure that cyber isn’t just bolted on, but integrated into that plan. Cyber will be one of the first options that are available to that combatant commander below the level of conflict to make sure that we are meeting our objectives.
Airman Magazine: How do you get everyone with a piece of the huge cyber puzzle speaking the same language? How do you communicate capabilities and vulnerabilities to leadership, agency partners and airmen who are not cyber experts?
Maj. Gen. Skinner: I would say today we have the best understanding and the best alignment from the cyber domain standpoint that we’ve ever had with all the strategy documents – the National Defense Strategy, which is underneath the National Security Strategy, the National Cyber Policy and Strategy, the DoD Cyber Strategy and the Cyber Posture Review.
All of these documents are perfectly aligned and it’s a great understanding of the capabilities that we provide, but also the importance of cyber to the multi-domain operations. The education is continual, but I offer that our Air Force leadership understands the cyber domain. They understand how important the cyber domain is to multi-domain operations.
We continue to educate the entire forest. We’re continuing the education process of all of our airmen, from the highest level to the most junior airman and the joint community, but from a joint standpoint and a national standpoint cyber is more understood than it ever has been.
Proposed content viewing page on the Cyber Education Hub, which is being developed at the Center for Cyberspace Research in the Air Force Institute of Technology, Wright-Patterson Air Force Base, Ohio.
(AFIT CCR photo)
Airman Magazine: Do you see the Continuum of Learning concept and applications like the Cyber Learning Hub being developed by the Center for Cyberspace Research, Air Force Cyber College and U.S Air Force Academy’s CyberWorx, as aiding in that effort?
Maj. Gen. Skinner: There are a lot of great opportunities with that as cyber continues to be more and more integrated into the day-to-day operations.
We currently have the Air Force Warfare Center where we bring a lot of different mission systems together, integrate them, exercise and train and cyber is a significant part of that.
From an education standpoint we send people to the Air Force Institute of Technology. They not only have general education classes, but we they have Cyber 100, Cyber 200, Cyber 300 and Cyber 400 courses.
We have the 39th Information Operations Squadron, which does our cyber training. Keesler Air Force Base has a lot of our cyber courses. Just as Gen. Raymond over the last year has been working with Air University to make sure we have more space in our professional military education, we’re doing the same thing from a cyber standpoint.
We’re working with Gen. Cotton at Air University and Gen. Kwast at Air Education and Training Command to make sure that we continue to improve the amount of cyber and relevant topics in cyber education in basic military training through professional military education and to highlight cyber, both from a professional and a personal standpoint, because it impacts every part of your life.
Airman Magazine: In that vein, what would you like every airman to be aware of in their daily connectivity?
Maj. Gen. Skinner: One of the biggest vectors that our adversaries use to get into our networks is email. It’s called spear phishing. You can get those at your home and at the office. We continue to educate that you should know who the sender of an email is, that you do not click on links that you’re not certain are good links. If it looks too good to be true, it probably is.
If you get an email offering a free vacation, there’s probably not a free vacation. That’s probably someone trying to gain access to your personal information or gain access into our Air Force systems to cause havoc and disrupt our ability to do our missions.
Additionally, be aware that our adversaries can put different pieces of unclassified information together, which in the aggregate actually become classified. So you always have to be careful when you’re outside of work, or even inside work, of what you talk about in the open.
You have to monitor your computer systems. Make sure your systems are patched, especially at home, because that is the quickest way for an adversary to exploit your system. Some vulnerabilities have been out there for years. We find that both on the commercial side and the government side — there are systems out there that have not been patched in a long time, even though a patch has been out there.
We’re continuing to leverage technology to make that a little easier, to make sure that we’re updating and protecting all those systems.
Maj. Gen. Robert J. Skinner, Commander, 24th Air Force; Commander, Air Forces Cyber and Commander, Joint Force Headquarters-Cyber is photographed at his headquarters at Joint Base San Antonio-Lackland, Texas, Oct. 26, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: The Air Force places a premium on building leaders. What twists and turns has your career taken that culminated in command of the Twenty-fourth AF?
Maj. Gen. Skinner: I’ve had multiple mentors who have taken a special interest in my career. They have said you need to go to this position. I questioned it. I didn’t understand it. But it turns out that developed a place in my leadership that was not refined well enough. We spend a lot of time and energy on managing our talent. What differentiates us from other nations and other militaries is our airmen, whether officer, enlisted or civilian.
Our Airmen are our most precious asset. It is our solemn duty to professionally develop our airmen to the best extent possible. We take special interest in placing them where they professionally develop, while making sure our missions continue to be successful.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
The U.S. Army Airborne School at Fort Benning, Georgia is where U.S. military members of all branches go to become military parachutists. The school is three weeks of intense physical drills, training on towers, and of course, “jumping out of a perfectly good airplane” five times to earn the coveted silver parachute badge (also known as “jump wings”).
Here are 10 things Airborne students will encounter when going through Jump School:
1. Black Hats
An Airborne instructor’s nametag may read “Jones” but students will address him or her as “Sergeant Airborne.” New Airborne trainees are received by the school’s instructors known as “Black Hats,” because of their headgear, a simple black baseball cap with their rank and wings display on the cap.
The instructors are mostly Army personnel, but the Marine Corps Air Force, and Navy also provide instructors since the school is open to all eligible DOD service members. Black Hats are skilled parachutists who are responsible for training Airborne students, and they do with ‘tough love.‘ They will make their students repeat physical drills and exercises over and over until they get it right.
No matter how exhausting, they won’t stop until a student gets it right. They are doing it for the trainees own well-being.
2. The Airborne Shuffle
Not to be confused with the popular dance the ‘Cupid shuffle’ or the Chicago Bears Super Bowl shuffle, the Airborne shuffle is not a dance nor is it fun. This shuffle refers to the pace or speed of a formation run during Airborne school. It is typically about a 9-minute mile.
The shuffle is meant to build stamina, not speed. At Airborne School, trainees run everywhere especially in combat boots or with their equipment. The Airborne shuffle is also commonly known for the short choppy steps students take on the aircraft before the jump out, just like the cadence “Stand up, Hook up, Shuffle to the door.”
3. Wearing Helmets all day
At Jump School, aspiring paratroopers will wear their helmet everywhere they go. Students will run and train with it on every day. The chin strip and helmet pads will reek so bad after the first week of training that a squirt of Febreze is simply not enough to contain the smell of sweat and bacteria.
4. Falling all day
Airborne students will spend a lot of time hitting the ground during Jump School. Learning how to properly fall during a parachute landing is a core fundamental taught at the Basic Airborne Course. This is especially true when doing parachute landing fall (PLF) drills. Trainees will jump off platforms of different heights into large pits over and over until they get it right. Airborne students can expect to do hundreds of PLFs before they leave the school.
Along with PLFs, trainees will jump from tall towers like the 34-foot tower to learn proper aircraft exiting techniques and the iconic 250-foot tower, although not all Airborne class get to do the tower.
Just remember to “keep your feet and knees together!”
5. The smell of Bengay in the morning
Before long, the smell of Bengay, the over-the-counter analgesic cream used to relieve muscle and joint pain, will fill the barracks each morning to help students with their joint and muscle pain.
6. Swing Landing Trainer
The Swing Landing Trainer is not fun. Students are strapped into a harness to step off a platform and swing back and forth. The discomfort experienced on this device when swinging, especially for male students, is terrible. Students will continue to swing on the harness until they are released by the Black Hats. Trainees must perform several proper PLFs to pass this stage of training.
Most hit the ground like a stack of potatoes.
7. “Hurry up and wait” goes to a whole new level
Finally, it’s jump week… but the wait isn’t over. Students will wake up early, run to the chute shed, rig up, and just wait and wait for many hours. Students are not allowed to sleep or talk as they wait. It’s the ultimate example of “hurry up and wait.”
8. A mix of emotions
Time to jump! There’s certainly level of excitement and fear at this point, as jumpers hook up to the static line and prepare to jump. Some people question their judgement at this point, as butterflies flutter in their stomachs and thoughts of “why the hell am I doing this” circle in their head. For others, this is the best moment of their life!
9. Jumping Out
Probably the two most common reactions: “This is awesome” or “Holy Shit!”
10. Pinning of the Wings
After completing five parachute jumps, Lt. Col. Kay Wakatake has her wings pinned on by Sgt. 1st Class Raymond Richardson at Fort Benning, Georgia. (Photo by Captain Greg Peterson)
The pinning of parachute wings is the crowning achievement of three weeks of training. The badge is pinned (or slammed) on the graduate’s chest. This rite of passage solidifies an individual as a member of the Airborne family. The best part of all of this: You’re no longer a leg!
Jose Luis Sanchez was a Marine sergeant serving in Helmand province in 2011 when he stepped on an IED and lost his leg in the blast. On Apr. 18, 2016, he ran the Boston Marathon to show support for the victims of the bombings there three years ago.
His Apr. 18 race in Boston as part of Team Semper Fi was his second marathon. He ran his first in the Oct. 2015 Marine Corps Marathon where, with the help of others, he finished despite fracturing his leg and busting his knee.
“It was my first marathon ever,” Sanchez told UPROXX. “I was just so motivated by everyone else’s love and support. My mind was like, ‘Yeah, man. You can f-cking do it!”
Sanchez wanted to run the Boston Marathon as a show of solidarity with the survivors of the Boston Marathon bombings in 2013. Sanchez’s history as an IED survivor put him in a unique place to understand their pain and to show support.
“It hit me in January or February,” he said, “and I just felt that I had to run the Boston Marathon. I wanted to run the race and support the bombing survivors, to show them that life goes on and all you have to do is just push through it.”
The urge to drive others and to prove himself physically was what powered Sanchez during his time as a Marine.
“I always tried to motivate others, like my Marines,” Sanchez said. “I’d push them as much as I could, encouraging them to always go after it. Even after a long patrol in Afghanistan, I was the guy who’d say, ‘Let’s go workout. Let’s do push-ups. Let’s do squats.’ I was always that type of guy. Going to the gym, taking groups on long runs, doing PT.”
There are at least 42 commissioned aircraft carriers in service with at least 14 navies around the world.
Aircraft carriers come in many shapes and sizes: some carry large aircraft fleets of fighters and electronic attack planes, some only carry helicopters; some are nuclear powered, some are fueled by gas; some have vertical take-off and landing, some have short take-off and vertical landing, some have catapult assisted take-off and arrested recovery, where a tail hook snags a cable to catch the plane on landing.
Whatever the specifications, a carrier is not much use to any navy if it’s breaking down or not able to launch the full range of combat sorties it was built to perform.
So we put together a list of seven of the worst commissioned flattops, which have a history of breaking down or limitations on the missions that these ships were built to perform.
Check them out below:
1. China’s Liaoning (16).
Commissioned in 2012, the Liaoning is a Kiev-class aircraft carrier that Beijing tricked Ukraine into selling by sending a Hong Kong businessman to purchase it under the guise of it being used as a casino in 1998.
The Liaoning was later commissioned in 2012, becoming China’s first aircraft carrier.
“The main problem with the ship is that is has a very problematic propulsion system,” Dmitry Gorenburg, a senior research scientist at the Center for Naval Analyses, previously told Business Insider. “It’s just unreliable.”
Commissioned in 1995, the Kuznetsov experienced a serious breakdown in 1996, and wasn’t available again until 1998.
Commissioned in 1997, the Chakri Naruebet was once a fleet carrier, but was later relegated to a helicopter carrier in 2006, mostly because of budgetary issues.
Although the Chakri Naruebet was used after the 2004 Indian Ocean tsnuami and in rescue operations after flooding in Thailand in 2010 and 2011, the carrier has mostly resided in port for much of its 20-year career with the Thai Navy.
So while the Chakri Naruebet has not necessarily suffered from design flaws or repeated maintenance issues, we included it on the list because it’s simply not being used for what it was supposed to.
A Navy spokesman said in 2013 that it was because the ship was being “configured to serve as the Navy’s Joint Strike Fighter test platform,” but that reason only accounted for the years 2011-2013.
“That’s a CYA [cover-your-ass] reason. That is not the reason it’s not deploying,” a retired Marine general told the Marine Times in 2013. “It doesn’t seem to make sense to keep one of these ships out of the deployment rotation for so many years.”
One of the problems appeared to have been that faulty engine seals were leaking oil into different engine areas.
The Adelaide is Australia’s second helicopter carrier.
(United States Navy photo)
6. HMAS Adelaide (L01).
Commissioned in 2015, the HMAS Adelaide is Australia’s other Landing Helicopter Dock carrier.
The Adelaide also took part in RIMPAC 2018, but it was sent back to port at the same time in 2017 as the Canberra with the same problems.
Given that both ships, which were commissioned around the same time, had similar problems at the same time, might very well hint at design problems.
The USS Gerald R. Ford (CVN 78) is seen underway on its own power for the first time on April 8, 2017, in Newport News, Virginia.
(United States Navy photo)
7. America’s USS Gerald R. Ford (CVN-78).
Commissioned in July 2017, the USS Gerald R. Ford is the most powerful and capable supercarrier ever built — but it’s been dogged by repeated problems and is still not ready for combat a year after it entered service.
The Ford’s AAG caught its first C2-A Greyhound aircraft in late May 2018, according to General Atomics Electromagnetic Systems.
When we reached out to renowned ship expert Eric Wertheim about our inclusion of the Ford in this piece, he pushed back.
“It’s important to give new complex warships and weapon systems time to mature through operational experience,” Wertheim told Business Insider in an email. “If you had looked at many of the most successful weapons and warship designs, they often might have looked like miserable failures early in their life cycle, but they eventually turned a corner.”
“If a warship is still underperforming its mission after a decade or more, it’s probably not a very sound design,” Wertheim added.
Leaders often have the dubious task of delivering bad news to a formation and setting expectations for a unit. Sometimes, to keep troops motivated or to scare people straight, they’ll stretch the truth a little. Occasionally, they stretch it past the breaking point and just go with an outright lie.
It’s understandable that leaders, stuck between the story they’re given from headquarters and the need to keep troops on task, will take the shortcut of lying every once in awhile. What isn’t understandable is why they would think that troops will keep falling for the same lies over and over.
Here are 6 falsehoods that junior enlisted folks stopped believing a long time ago:
1. “As soon as we clean weapons, we’re all going home.”
No. Once weapons have been accepted by the armorer, someone has to tell first sergeant. First sergeant will tell the commander who will finish this one email real quick. Just one more line. He swears. He’s walking out right now.
Oh, but his high school girlfriend just Facebook messaged him and he has to check it real fast … Have the men sweep out the unit areas until he gets back.
2. “We’re all in this together.”
Misleading to say the least. Yes, the entire unit will receive a final assessment for an exercise together and a unit completely overrun in combat will fall regardless of what MOS each soldier is, but that’s the end of how this is true.
After all, the whole unit may be in the war together, but the headquarters element is often all in the air conditioning together while the line platoons are all in the firefight together. The drone pilots may be part of the battle too, but they’re mostly in Nevada together.
3. “This will affect your whole career.”
Look, if Custer could get his commission withheld for months in 1861 and still pin major general in 1863 (that’s cadet to major general in two years), then the Army can probably figure out how to make room for a busted down private on his way to specialist.
4. “Everyone is getting released at 1500.”
No. And anyone who even starts to believe this one deserves the inevitable disappointment. The timeline always creeps to the right.
5. “This will build esprit de corps.”
Two things build esprit de corps: screwing up together and succeeding together. Running five miles together is not enough of an accomplishment to build esprit de corps. And anyone who falls out of these exercises to build unit cohesion on an obstacle course will be alienated by their failure, not brought into the fold.
6. “‘Mandatory fun’ will be.”
“Mandatory fun” never is. It will be miserable for the participants, embarrassing for the organizers, and scary for the family members who are forcefully “encouraged” to bring their kids to an event with hundreds of cussing, dipping, and drinking troops.