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High-tech versus counter-insurgency, why the US isn’t gaining traction – The World Reporter
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Spc. Kristina Gupton, U.S. Army

Spc. Kristina Gupton, U.S. Army

Should strategy hinge on what one must do or on what one can do? Over the past decade, a lot of American military challenges have stemmed in Africa, and yet American military presence goes remarkably unnoticed on the continent. Even their choice of military investments seems to steer their tactical future away from Africa. European countries have therefore invested Africa, and if the US is intending to tackle the problem from their origin, it needs to re-think the type of equipment it uses.

It’s not to say that the US is not aware that Africa exists, or even that it contains a strategic problem for them. The Pentagon is fully aware that several states in Africa do not control their territory, such as Nigeria, Kenya, and may others: anything goes in those areas, where vast amounts of territory escape government control. In a 2013 listing (1) by Business Insider on failed states, 90% of the countries listed were on the African continent.

This situation is not exclusive to Africa: a few Asian states find themselves in the same category, with Pakistan (2) and Afghanistan (3) in pole positions. Even if both of those states contain elements which are more or less hostile to the US, it doesn’t mean they are in favor of loose cannons roaming and plotting in uncontrolled areas, as they hamper and disrupt government policies. And there seems to be little local governments or US forces can do to change the situation.

The American choice has been traditional: technological domination through extreme-high tech and getting their soldiers ever further away from the battlefields with intense drone capacity development. The F-22 and F-35 are state-of-the-art weapons, which would conveniently suit confrontation with developed armies (Western Europe, Russia (4), China (5)…) but are grossly oversized for fighting insurgents. A short scene in the CIA movie Syriana perfectly illustrates how billions of dollar worth of military power can be outplayed in seconds by nimble and clever insurgents. As a US observation drone tracks a car containing a hostage driving in the desert; the car is joined by 3 other identical cars, which drive in circles for 30 seconds, forming a large cloud of dust with the sand. They then part in 4 different directions, leaving a disoriented drone behind them America can keep pouring dollars into its hegemonic military equipment, but simpler would probably be better to fight the fights it needs to fight. A long-range, low-sound-signature, heavily armed nuclear submarine is a simple waste of money (and therefore military power) facing mujahedeen or Janjaweed tribes.

Other countries don’t make the same technological choices. Traditionally, Africa has been France’s area of influence (6). For decades, therefore, France has opted for simple, rugged, combat-proven equipment. In Mali, the Nexter systems VBCI (7) appeared to be the perfect choice: it is fast enough to catch up with nimble and speedy insurgent forces, and once it has established contact, it provides the necessary protection against AK-47s and RPGs (insurgents’ traditional weapons of choice), as well as superior firepower. The VBCI was built with all-terrain wheels, high-power engine, to thrust it up to 100 km/h (plenty to catch up with insurgent 4×4), and a 25- and 7-mm cannon to suppress enemy forces. Because it is so modular and independent in its operation, it enables the French army to work at a small scale, which other armies seem to find difficult doing, despite necessity for doing so. Michael Shurkin, from the Rand Corporation, says (8) “The US Army can operate “small,” but it is not designed to do so and appears to do so against its will, with all sorts of assorted inefficiencies. The French Army operates small by design and has made an art out of what the US Army does only when it has to.” In the key findings (9) of Operation Serval’s survey, was “The French Army in Mali operated using small, scalable, and task-organized combined arms forces and built them up or folded them into larger, scalable formations.”

The Caesar artillery system (10) was built along the same lines. Very piece of French equipment is built on the assumption that things will go wrong, once they are fielded and deployed. French military engineers assume logistics will be disrupted, that ammo will run short, and so on. Therefore, the new French cannon can reach ranges of 42 kilometers with standard NATO ammo, be fitted on standard chassis, and be transported by land, air or sea. It resists dirty bombs and IEDs.

The association of both weapon systems made a deadly trap for insurgents in Mali. Artillery positions denied entire areas to rebels, and in the little space left for them to operate, the high-speed motorized infantry would relentlessly track them down. In the words of the French narrative “The enemy could never catch its breath”, despite “the fact that one is perpetually outnumbered and under-resourced”. When one continually has the initiative on the enemy, something speed and visibility will give you, being outnumbered doesn’t matter. In addition, the highly modular characteristics of French equipment reduces the necessary logistics to a strict minimum, making movements swifter. In the Rand Organization report on Operation Serval, it is quoted that “The French use relatively lightly armored wheeled vehicles, which have smaller sustainment requirements compared with heavier, tracked vehicles.”

Globally, French armament is designed in a way that reflects French strategy. French strategy is military, not political. In other words, their equipment doesn’t aim at impressing with costly and fragile technological options, it aims at working and defeating the enemy and collaborating with allies. It aims at preserving their interests and the stability within the regions in which they lie, and it does it well. It needs to be said that this is not the result of necessity, but of choice. French Engineers are fully able, as are British, Germans, Danish and others, to build high-tech equipment. The Rafale and the Tiger helicopter come as proof of scientific capacity.

It would be in America’s interest to consider the “fluidity of the insurgency market”. Terrorists and insurgents go where they can exercise their “craft” in the best conditions. The French witnessed this phenomenon first-hand: when fighters were no longer at home in Libya after the fall of Gaddafi, they went simply went elsewhere, (11) which enticed the French to deploy in Mali. Though the American deployments in Afghanistan and Iraq can hardly be deemed victories, it must be said that it is no longer a safe haven for terrorists and insurgents, due to increased government control, through American assistance or not. Now, given that leeway is low and shrinking in Asia (Pakistan and Afghanistan, mostly), it is very likely that the strategic heat will move towards Africa, where insurgents can operate in peace.

The fact is that the Vietnam War still weighs upon American policy: there is great fear within the Pentagon at the idea of getting “bogged down” in any theater of Operations. It happened in Vietnam, and in Iraq and then in Afghanistan again. With excessively elaborate military techniques, the US ran out, in a few years, of political will to continue despite the lack of traction, unable to achieve notable results quickly, the way it had against Nazi Germany and Imperialist Japan in 1941. But whether the Pentagon likes or not, there are now high-level intensity conflicts on the horizon, and World War 2 is nowhere near returning. It needs to stop secretly wishing to return on a battlefield on which victory was granted and start from scratch again. The M-16 machine gun did the job perfectly well in the Vietnam Jungle, and so did Bell helicopters. The US needs to accept fighting simpler battles.

(1) http://www.businessinsider.com/the-25-most-failed-states-on-earth-2013-6?op=1&IR=T
(2) http://seeandsaynews.in/exclusive/7766-rohingyas-and-the-larger-question-of-population-control
(3) https://en.wikipedia.org/wiki/Durand_Line
(4)http://in.rbth.com/blogs/2014/10/12/why_the_f-35_is_a_sitting_duck_for_the_flankers_38959.html
(5)http://www.news.com.au/technology/innovation/f-35-in-new-dogfight-over-chinese-russian-stealth-fighter-advances/story-fnpjxnlk-1227181998650
(6) http://www.nytimes.com/2013/07/22/opinion/global/the-return-of-francafrique.html?_r=0
(7) http://www.defenseindustrydaily.com/vbci-frances-wheeled-apc-04100/
(8) http://mars-attaque.blogspot.fr/2014/10/about-operation-serval-in-mali.html
(9) http://www.rand.org/pubs/research_reports/RR770.html
(10) http://www.army-technology.com/projects/caesar/
(11)https://www.google.fr/search?q=lybian+fighters+go+to+mali&ie=utf-8&oe=utf-8&channel=rcs&gws_rd=cr&ei=Eka2VZieKsXiUZ7cjYAP

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Employee Training and Development Becomes One of the Most Disruptive Megatrends That Is Shaping the Future of Work

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There is no question about the effectiveness of employee training and development. It’s incredibly important to help your staff advance their skills and knowledge to help grow a business, but the impact of employee learning has often been understated and even neglected. However, companies are now suggesting that employee training and development is one of the biggest megatrends that have completely transformed the future of work. It has overhauled how businesses should be developing and engaging with employees, and it’s leading to an incredibly diverse and talented workforce that is capable of wonderful new things.

Part of the problem of employee training and development is that it’s difficult to measure its impact on the workplace. Employee performance often isn’t a quantitative measurement that is easy to read and link to their output. This is one of the reasons why the effectiveness of employee training and development has been questioned by management experts.

Thankfully, new strategies have been developed to help measure workplace learning and its impact on companies. Below, we’ve included a helpful infographic that covers some of the most important measurements, such as return on investment and how it is calculated in the context of employee learning and development. It should put the effectiveness of employee training into perspective and will help you better understand when training is needed and how development actually improves your business and its productivity.


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Instant Customer Access

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Established Network Of Contacts

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