Flexible Response warfare

Flexible Response, also called Flexible Deterrent Options (FDO), U.S. defense strategy in which a wide range of diplomatic, political, economic, and military options are used to deter an enemy attack.

The term flexible response first appeared in U.S. General Maxwell D. Taylor’s book The Uncertain Trumpet (1960), which sharply criticized U.S. national security policy. Initially designed to thwart communist expansion more effectively, the strategy has become a fundamental principle of American military thinking.fare

JFK – New Look military strategy

The New Look policy, though initially useful, quickly became obsolete with the introduction of inter-continental delivery systems that undermined the credibility of a deterrence threat. The cornerstone of U.S. and European defense strategy was then threatened as the U.S. could no longer rely on nuclear threats to provide security for it and its allies.

John F. Kennedy won the presidency by claiming that the Republican Party had allowed the U.S. to fall behind the Soviets into a missile gap. Upon entering office Kennedy cited General Maxwell Taylor’s book The Uncertain Trumpet to Congress for its conclusion that massive retaliation left the U.S. with only two choices: defeat on the ground or the resort to the use of nuclear weapons.

Technology had improved since massive retaliation was adopted. Improvements in communication and transportation meant U.S. forces could be deployed more effectively, quickly, and flexibly than before. Advisers persuaded Kennedy that having multiple options would allow the president to apply the appropriate amount of force at the right place without risking escalation or losing alternatives. This would improve credibility for deterrence as the U.S. would now have low-intensity options and therefore would be more likely to use them, rather than massive retaliation’s all-or-nothing options.

Flexible Response was implemented to develop several options across the spectrum of warfare, other than the nuclear option, for quickly dealing with enemy aggression. In addition, the survivability of the retaliatory capability was stressed, leading to the diversification of the strategic force, development of the strategic triad, and half the Strategic Air Command force being put on permanent alert status.

The Kennedy doctrine did not include the ability to fight nuclear wars because of the idea that it would undermine deterrence, was technologically unworkable, would fuel the arms race, and was not politically feasible.

McNamara on Flexible Response

Robert Strange McNamara (June 9, 1916 – July 6, 2009) was an American business executive and the eighth United States Secretary of Defense, serving from 1961 to 1968 under Presidents John F. Kennedy and Lyndon B. Johnson.

He remains the longest serving Secretary of Defense, having remained in office over seven years. He played a major role in promoting the United States’ involvement in the Vietnam War. McNamara was responsible for the institution of systems analysis in public policy, which developed into the discipline known today as policy analysis.

German WWI planning

The outbreak of World War I demonstrated changes in warfare and warplans of both sides were thrown into disarray. This video looks on a strategic level how Germany attempted to find its path to victory in this new situation.

Otto von Bismarck is supposed to have said to Germans: “The biggest wisdom in the war is to know when to stop when you are succesful.”

Mike Tyson definitely said: “You can have all the plans in the world till you get punched in the face.”

How will Germany spend €100 billion?

Deutsche Welle: Shortly after Russia invaded Ukraine, German Chancellor Olaf Scholz announced a historic increase in military spending. It included a one-time sum of 100 billion Euros to swiftly upgrade the armed forces, and a pledge to spend at least 2 percent of Germany’s economic output on defense every year.

So what exactly is Germany planning to buy with these billions? Germany’s government has just announced it’s activating its early warning plan in anticipation of possible shortages of gas supplies from Russia.

Economy Minister Robert Habeck stressed that there are currently no shortages, but that the government would be establishing a crisis team to monitor the situation more closely. The move follows Russia’s demand for gas payments in rubles, which Germany and other western nations have rejected.

10 Traits of Highly Agile Companies

June 2021. Gallup. Among all the bad news recently is this positive discovery: German companies are perhaps becoming much more agile.

In fact, Gallup’s Agility Index shows an eight-percentage-point increase — from 9% in 2019 to 17% in 2020 — in German workers who strongly agree their company has the right mindset, tools and processes to respond quickly to business needs.

How Germany lost control of Covid

In mid-2020, Germany was hailed the world’s shining star of coronavirus containment. Now, while countries like the UK and Israel are going back to normalcy, Germany has been under some form of lockdown for over six months. How did Germany, a country known for its efficiency, love of planning and rationality lose control of its COVID-19 response?

What is business agility

Business agility refers to rapid, continuous, and systematic evolutionary adaptation and entrepreneurial innovation directed at gaining and maintaining competitive advantage. Business agility can be sustained by maintaining and adapting the goods and services offered to meet with customer demands, adjusting to the marketplace changes in a business environment, and taking advantage of available human resources.

In a business context, agility is the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways. An extension of this concept is the agile enterprise, which refers to an organization that uses key principles of complex adaptive systems and complexity science to achieve success. Business agility is the outcome of organizational intelligence.

Covid: German success thusfar

April 2020 – A look at why Germany has been so successful in dealing with the pandemic, and has been able to keep its coronavirus death rate so low, compared to other nations, with Jens Spahn, Germany’s health minister.

The world is reeling from the coronavirus pandemic, and some countries are reeling more than others. But Germany seems to be taking the epidemic in its stride with a high number of cases but a low number of deaths, thanks to a number of factors.

In Europe, while Italy and Spain are the worst hit countries with over 100,000 cases each, as of Friday, Germany has recorded 84,794 confirmed cases but has witnessed just 1,107 deaths, according to data from Johns Hopkins University.

The low mortality rate in Germany, at just over 1%, is far below its neighboring European countries, and this has been put down to Germany’s decision to implement widespread testing of people suspected of having the virus, as opposed to Italy or the U.K.’s decision to only test symptomatic cases.

Retail Realities

Rebuilding economic resiliency as brick and mortar goes to pieces.

For years the Oakland, California, suburb of Pittsburg followed a traditional playbook in its efforts to revitalize its downtown: It tried to lure retailers. First, it focused on trying to replace the JCPenney and Montgomery Ward department stores that closed. That didn’t work out.

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