Meeting the Challenge of Preparing for Future Conflicts: An Aussie Perspective

08/30/2017

2017-08-29 By Robbin Laird

During my recent visit to Australia, I had a chance to continue my discussion with Major General (Retired) Jim Molan. He is a frequent commentator in the press and on the media generally on defense issues and with the recently announced Trump policy on Afghanistan as well as the North Korean crisis we had a chance to discuss the evolving policy environment for Australia.

Question: One of the impacts of the Korean crisis is clearly to remind us once again that we need to ramp up our capabilities and focus on the threat of coming high intensity and high temp military operations to defend our democracies.

Given the nature of our evolving forces, how should we view the mobilization challenge underlying the shift towards high intensity warfare?

Major General (Retired) Molan: It would seem to me that mobilization in relation to highly advanced systems is all about increased utilization on them.

I’m not sure that we have even considered that in the ADF. We have a fantastic system for training pilots but in peace time we may aim to train 1.5 pilots per airframe or something along those lines. Whereas, we should at least have plans and capability to very quickly increase our training for an airplane like the JSF, which is easier to fly than the F-18.

The idea of mobilization through increased utilization or whatever must start with government and flow down from government because like all things, it costs.

Question: Perhaps government needs to set up a mobilization department for national security and to provide a funding line.  This would increase not only monies available to the Department of Defence for preparation but also enhance public awareness about the nature of the conflicts we are facing.

Would this make sense?

Major General (Retired) Molan: We clearly need to do something along this line. Mobilization is not focused upon.  For example, the work of John Blackburn where he highlights the relatively small stocks of fuel that we have in Australia provides an example of not being prepared for the kind of disruption which an adversary would clearly aim at in the case of the run up or execution of high intensity operations.

There will be little point of having JSFs in Darwin if you cannot provide them with fuel. This is more than just a Defence issue, it is a national issue like building up Defence Industry in Australia which we are doing relatively well.

To get at this kind of mobilization capability, it will require a significant focus by government on funding and focusing on the core requirements and not just in defense per se. It also needs to be the responsibility of a minister so that someone is accountable and visibility is greater.

Question: Recently, President Trump announced his new policy on Afghanistan.  It is a clear attempt to focus the attention on the broader strategic situation, notably Pakistan and India, and to get out of the endless war ghetto into which Afghanistan has fallen.

 What is your take on the Trump approach?

Major General (Retired) Molan:  This is the first time that we have tried a sustained military presence to train the Afghan Army and to pursue tough action on the neighbors. I think this is the best policy that I have seen, the question I have is, can President Trump implement this policy the way it reads?

I think it’s a good policy but as with every one of these policies, the devil is in the detail of the implementation.

Can he achieve whatever he wants to achieve within four years, or eight years?

It is certainly refreshing that he has said that he is no longer providing operational details in relation to troop numbers.

Question: With regard to Australia and the US approach to allies, what do think the best approach going forward might be?

Major General (Retired) Molan: The first thing I’d say is that the U.S. is too polite to its allies. Far, far too polite to its allies. If anyone is going to change that, President Trump is going to change that.

When military realists like us are saying things internally about supporting the U.S., supporting the allies, and improving our own defense, we don’t get backed up by visiting U.S. people who come to this country and are too polite to us.

I believe that’s a real problem because it creates in the mind of Ministers and Prime Ministers the fact the Americans are very happy with the current state of affairs.

The second one, I think that we need to do much more. The U.S. needs to be frank in relation to the threat. That can be very hard but you can do it at a confidential or secret level.  We need to be much more realistic about the high-level threat.

The third thing is that Australia needs to realize and possibly the U.S. can assist us to realize that a disjointed development of our defense force does not benefit the U.S., or the Western cause as much as a balanced development of our defense force.

What I mean by that is that we are in the process of producing a magnificent Air Force. The Army and the Navy are so far behind that it will detract from where we’re going. The results of producing a magnificent Air Force but an Army and a Navy that cannot keep up means that the only thing the U.S. gets is a squadron of Growlers and a couple of squadron of JSFs.

If the U.S. encourages Australia to produce a balanced force, then either we can operate independently as a balanced and integrated joint force, or we can operate as part of the coalition as a balanced and integrated joint force.

The ADF has never been better than it is now and that our defense policy has never been better. But the strategic environment is significantly worse than when we planned for our force modernization.

We need to develop a generic operational concept, which expresses how Australia should react to a significant threat below the level of a fight for national survival. In a fight for national survival, anything goes.

What I’m saying is that a significant war of necessity may require from Australia an equally significant force deployment, far in excess of what we have done for years and years and years, because the strategic environment is so challenging.

If we are serious about Australian defense then we need to be serious about such a contingency. The question we need to ask is: Are we really designing a force capable of joint and integrated operations or are we creating an ADF that is still only capable of sending small contingents to fight beside a major ally.

We have done various analytical assessments along this line which suggest that an objective force of about 15,000 to 20,000 personnel is the minimum that would be needed, involving most Navy and Air Force assets (but not necessarily personnel), but a third of Army personnel in units.

This force should be able to be mobilized in a relatively short period of time (my judgement as an objective for government would be in less than 6 months) to be capable of conducting joint sophisticated warfighting operations against a peer competitor, and be sustained before rotation in various levels of combat for at least six to 12 months.

For the earlier interview, see the following:

http://sldinfo.wpstage.net/shaping-a-21st-century-australian-defense-major-general-retired-jim-molan-looks-at-the-challenges/

Editor’s Note: The following biography of Jim Molan was taken from Wikipedia:

Major General Andrew James “Jim” Molan AO, DSC (born 11 April 1950) is a former senior officer in the Australian Army.

During his career he was Commanding Officer of the 6th Battalion, Royal Australian Regiment, Commander of the Army’s mechanised 1st Brigade, Commander of the 1st Division and its Deployable Joint Force Headquarters, and the Commander of the Australian Defence College.

In April 2004, he deployed for a year to Iraq to serve as the Chief of Operations for the new Headquarters Multinational Force in Iraq. He was awarded the Distinguished Service Cross by the Australian Government, and the Legion of Merit by the United States Government. In August 2008 Molan released his first book, Running the War in Iraq.

Following his retirement from the army, Molan was appointed by the Abbott Government as a special envoy for Operation Sovereign Borders and was subsequently credited with being an architect of the coalition’s Stop the Boats Australian border protection and asylum-seeker policies.

In 2016 Molan was endorsed by the Liberal Party as a candidate for the Senate representing New South Wales at the 2016 federal election.

In August 2008 Molan released his first book, Running the War in Iraq. The book concentrated on his experience as Chief of Operations in Iraq during 2004–05, and contained some criticism about Australia’s capacity to engage in military conflict.

In an August 2008 speech, Molan stated that: “Our military competence was far worse than even we thought before East Timor, and people may not realise that the military performance bar has been raised by the nature of current conflict, as illustrated in Iraq and Afghanistan.”

Writing in a February 2009 article, Molan called for a doubling of the Australian military presence in Afghanistan, from about 1,100 troops to 2,000.

https://en.wikipedia.org/wiki/Jim_Molan

Editor’s Note: If you wish to comment on this article, please see the following:

Preparing for Future Conflicts: A Discussion with Major General (Retired) Jim Molan

 

 

Australian Defense Industry at the Cutting Edge: The Case of CEA Technologies

08/29/2017

2017-08-23 By Robbin Laird

I have been writing for some time about the strategic shift or one could call revolution to building software upgradeable systems.

The new multi-mission platforms on sea or in the air such as the Australian ANZAC Class frigates or the Wedgetail are simply different from legacy platforms for they are modernized differently.

A key challenge for the acquisition and policy community is to adjust their thinking to the new reality and to understand how radically different the new “platforms” are compared to the legacy ones.

Recently, the head of Air Force Materiel Command highlighted how significant the challenge of changing the mental furniture and acquisition procedures to get out of the way of technology, and rather than retarding progress, accelerate it.

Recently, General Ellen Pawlikowski, Commander of Air Force Materiel Command, provided a hard-hitting overview on how important and necessary she believes a breakthrough is on the management of software upgradeability.

At a Mitchell Institute breakfast meeting on July 14, 2017, she focused on the barriers and the need to shape a combat force that is empowered by agile software development.

Her presentation focused on what she referred to as the cultural barriers to change. She bluntly asserted that the current acquisition approach guarantees that unnecessary review and control layers in the bureaucracy will persist and continue to slow software upgradeability. 

One could easily ask how many acquisition officials can even read let alone write code, but the broader point is that the so-called oversight system needs to be radically changed.

The General was kinder and gentler than I am being here.

The General was kinder and gentler than I am being here.

But she was certainly direct enough in her outstanding presentation on the challenge and how to meet it.

The acquisition system has been built around a 20th century systems engineering model, one which sets requirements and designs the way ahead in a manner in an iterative requirements process which is simply inappropriate for a software driven force.

“We are very much enamored with our systems engineering processes in the Department of Defense.

“We have processes that drive us to start with requirements and continue to work those requirements through rigorous testing.

“When I was on the job at SMC I learned that OCS had failed their preliminary design review.

“But preliminary design reviews don’t make any sense when you are doing software development.

 “Agile Software development is all about getting capability out there.

 “The systems engineers approach drive you to a detailed requirements slow down.”

 She highlighted that this cultural barrier, namely reliance on the historical systems engineering approach, needed to be removed.

 “We have to change the way we think about requirements definition if we’re going to really adopt Agile Software Development.

 “Maybe the answer isn’t this detailed requirements’ slow down.”

 “By the way, once you put it in the hands of the operator maybe some of those requirements you had in the beginning, maybe they don’t make any sense anymore because the operator sees how they can actually use this and they change it.”

 She went on to highlight what the Aussies are doing in Willliamtown with Wedgetail without mentioning them at all. 

 “You need to put the coder and the user together…

“We have to empower at the right level, and that has to be at the level of the person that’s going to use the software, and we have to stop thinking about independent OT.”

She then went after the way sustainment is thought about for the software enterprise.

“The other thing that we have is this idea that software is developed and then sustained.

“What the heck does that mean?

“Software doesn’t break.

“You may find something that doesn’t work the way you thought it was, but it doesn’t break.

“You don’t bring it in for corrosion mitigation or overhaul on the engines.

“When you’re look at what we do in software sustainment a lot of it is continually improving the software.”

https://sldinfo.com/software-upgradeability-and-combat-dominance-general-ellen-pawlikowski-looks-at-the-challenge/

I will focus again on the Wedgetail case in my most recent interview with the Wing Commander in charge of Wedgetail, but during this visit to Canberra had a chance to visit a leading center on developing software based radar technologies for the Australian Defence Force, and to view how the company builds its radars and evolves its technologies.

CEA Technologies was founded in 1983, and specializes in the design, development and manufacture of advanced radar and communications solutions for civil and military applications.

I had a chance during this visit to Canberra to discuss CEA and its approach with Ian Croser, Technical Director, CEA, with more than 30 years of experience in the radar business, a period in which radar technology has been transformed into a multi-function, multi-mission software enabled even defined combat capability.

Question: What is CEA Technologies?

Ian Croser: It’s a private Australian company, but it has a significant shareholding from Northrop Grumman. It is an Australian controlled company. CEA works closely with Defence to achieve National strategic outcomes.

Question: During the tour of the facility, it was clear that you tightly control the development and manufacturing process, in part certainly to enhance the security of the product and the process. Could you describe your approach?

Ian Croser: It’s hugely important to control the development and manufacturing processes because, the design and the development of individual modules and subsystems don’t all come together at the same time. And that brings with it some real issues when you subcontract out design to subcontractors.

Because the moment you subcontract them out, you’ve effectively lost daily control over them.

Having the ability for our teams to be co-resident, and all talking to each other, solves so many problems for us. In time, in quality, in functionality, you end up with a better, lower cost and more secure solution.

Question: When you viewed the racks and the boards, you noted that none of these boards was COTS and that they all are built internally.

 How important is it to control that board, from a security and also a performance point of view?

Ian Croser: From both points of view it’s extraordinarily important because, if you are buying a board, you don’t necessarily have all the controls over where the components come from, how they got to you, and how they’re treated, before they actually get embedded in the board.

And they’re all points at which somebody may do something that you don’t desire.

From a performance point of view, COTS boards are all things for all people. Our boards are formed to fit into our space and weight and technology requirements, and we can better fit them into a smaller space.

For example, in the array digital backend area, if we had used COTS boards, it’d be many times larger than it is now, and it wouldn’t actually fit into our design baseline.

You wouldn’t be able to implement our approach.

There’s really no choice but to build our own boards and embed them in the system.

Question: Let us turn to the radar revolution in which we have moved from building a largely single purpose commodity into a multi-mission, multi-function upgradeable system.

How would you describe the shift?

Ian Croser: A conventional, mechanically-scanned radar, for example, is comprised of a large number of configuration items, all of them different and very few are used in multiple positions.

That means that in design and in build there is a lot of effort to mature those different elements.

These separate pieces have to be integrated and failures in just one subpart, generally impacts availability of the whole system. Integration requires significant time and effort to bring together the separate parts to form the whole.

It is completely different with active phased array radars.

The high density functional modularity has suddenly become available and implementable. As a result we are building a very small number of unique configuration items, but building lots of them.

When we put them together, we get the resilience of parallelism, so if one module fails, it’s just one of a large number operating in parallel.

The functional and physical modularity along with the independence of modules means that the resilience to damage and the resilience to occasional failures, is very high.

This has enormous beneficial impact on the sustainment process. Individual failures no longer force repairs before or during a mission; you can just carry on with a small proportion of the array that might have failed or have been damaged.

The repair can then be scheduled at a time and place of convenience.

It shapes a whole new way of sustaining capability at sea, for example.

Question: This new generation of radars is software defined and software rich. How does the software approach change the nature of the development and modernization game?

Ian Croser: The modularity of the hardware has to be matched by the modularity of the software and the firmware.

If you can isolate the application specific personality of the radar from the software base, then the software and the firmware becomes similar to an operating system.

It supports the rapid application change process without itself needing to change.

It’s sitting there underneath, and interfacing into the hardware, and when you tell it to do something, it does it. So if you tell it to point a beam in a given direction, then all of the distributed functionality that is across the array will do that, without needing to be ‘hard programmed’ to achieve new outcomes.

The radar personality, the application specific functionality is built into a small dataset that informs the system how it should operate under a given circumstance.

All of the software/firmware functions are just waiting to be organized in different directions and different sequences and with different parameters to be able to do their desired functions.

It is that small dataset running in an organizational set of boards that tell the system what to do, when to do it, how to do it, without changing the software and firmware.

Question: This provides for inherent transferability across radars operating in air, sea or land and can allow for enhanced efficiency in joint capabilities and joint investment.

How would you describe this process or approach?

Ian Croser: The objective is to reduce the number of software baselines being maintained across multiple platforms and operating domains.

This approach frees up a lot of development capability, and it means that the commonality and the interoperability is inherent and enhanced.

Even if you haven’t brought forward a particular function in a particular application and platform, if it’s in the common software base, then it’s a really simple thing to bring forward and use.

It’s more about integration with the rest of the platform capability than it is about the radar itself.

Implementation of a ‘Task Based Interface’ and control methodology has effectively insulated the Combat Management System from major change cycles in response to new applications.

This software baseline, when combined with the modularity of the hardware, allows the design and build of scalable radar, which can readily fit into different platforms across land, sea and air domains.

There is not a lot of work to bring a new application online.

It changes the whole way in which you think about multi-function capabilities, different applications, and how those applications interact with one another.

Question: The US Navy is starting to move forward with procuring a new frigate. I have written about the significant opportunity for the US forces to leverage allied investments and capabilities in accelerating the modernization of US forces as well.

It would seem to me that the frigate is an ideal case not only in terms of taking a foreign design but most certainly with the outstanding and combat tested frigate equipment already deployed on the frigates of our allies.

It would seem to be a no brainer to look seriously at your radar for this program so that the US Navy can ramp up the time when they could get a functioning frigate at sea.

After all, powerpoint slides for potential systems kill audiences, not adversaries.

What are your thoughts along these lines?

Ian Croser: It could make sense for the US Navy on several grounds.

Cost is a clear advantage and risk is contained by having operational systems already in place.

Shared investments with a core ally can also accelerate joint capabilities.

Interoperability is built in and the Australian Navy is already shaping the Conops of the system at sea.

It is only in the past decade that navies have looked beyond the organic role of radars onboard ships to think of fleet interactivity among radars at sea.

CEAFAR certainly is designed to do this and with the inbuilt multifunction capability and commonality there is significant enhancement to distributed lethality.

Question: With the shift in focus towards, high tempo and high intensity operations, mobilization becomes as important as modernization to combat success.

It is clear in walking around the plant and looking at your approach, mobilization capabilities are built in.

Could you highlight this aspect of the inherent potential of your manufacturing process?

Ian Croser: The key to ramp up is to embed high functionality and high performance at printed circuit board level.

Because now, component reliability has far outstripped system availability, it is possible to provide programmable and function rich systems with wide and inexpensive growth factors.

If you put all the effort into embedding rich functionality into the board itself, the flow on sustainment costs also benefit, that’s the really key process.

Now once you’ve got the board, if you’ve designed it right, it can be manufactured on standard automated production lines at very low cost.

Because of the modularity and building lots of a small number of configuration items, you can now build the synergy in manufacturing to push through large volumes of work, very quickly.

And of course, all of the test jigs and all of the capability to manage those few items also benefit from the modularity.

So you end up with a whole different way of manufacturing, testing, integrating, and delivering high capability at low cost.

Appendix: CEA Company Profile

CEA Technologies was established in 1983 by two former Naval Officers with a goal of creating a centre of excellence for the design and support of systems for the Australian Defence Force. From the outset, CEA Technologies was based on the provision of uncompromising design principles and robust through life system support, this philosophy became an enduring driver of CEA’s business.

“Solutions with Commitment” was established as a pivotal tenet of CEA practices and remains the company’s primary driver in business conduct ensuring that the company continues to be at the forefront of innovation. Throughout its brief history CEA’s achievements have continued to accumulate resulting in the company growing to become an internationally recognized, world-leading radar and communication systems supplier.

The company continually endeavors to expand its reach into the international market and successfully exports to the USA, Europe, the Middle East and Pacific countries. A steady and continuous corporate growth has resulted in a corporate staff exceeding 270 people located across its four facilities in Australia (Adelaide, Canberra [HQ], Melbourne and Perth) and in the USA.

One of the company’s greatest achievements came about in November 2010 when CEA delivered to the Royal Australian Navy (RAN) a world first – the first fourth generation Active Phased Array Radar (PAR) System to be brought into service.

http://www.cea.com.au/!Global/Directory.php?Location=Home:Home

An Update on Wedgetail: And Shaping a Way Ahead with a Software Upgradeable Multi-Mission 21st Century Combat Capability

2017-08-23 By Robbin Laird

During my current visit to Canberra in August 2017, I was able to continue my discussion with Officer Commanding No 42 Wing, Group Captain Stuart Bellingham about the Wedgetail and its evolution.

After the recent presentation by the head of the USAF Materiel Command underscored the challenge of agile software development for DoD, I had a chance to pick up some of the same themes from the Wedgetail experience which provided some useful insights into the way ahead.

“As we have discussed before, we have a software upgradable jet.

“This is brilliant and gives us a lot of agility.

“And leveraging the software has meant that we come from being a program of concern back in 2009 to becoming a cutting edge airborne command and control capability.

“We are not just focused on ourselves, but how we can evolve our jet to be a greater contributor in the joint and coalition space.

“In order to write software that supports us being able to share ones and zeros effectively is dependent on an agreed understanding on tactics techniques procedures and standards that support how we are incorporate software and how we build it to make sure we’re actually all aligned so that when we go out and work together we’re on the same wavelength, so to speak.

“That is a significant challenge.

“To do so, we are focused on engagement and education, trying to get people to understand the capability that we bring to the fight.

“With E7, everyone straight away just thinks traditional AWACS vice what we’ve got, which is a dynamic software upgradable aircraft with a very different system and approach than the legacy AWACS.”

Question: When we went to Fallon, it was clear that if the TTP efforts could be combined with software code rewrite at a place like NAWDC, the Navy’s path to a kill web would be accelerated.

What is your thought about that kind of cross-linking?

Group Captain Stuart Bellingham: “It is essential.

“As we pair up the new platforms and sort through how to work together, we will shape the TTPs, for example, operating P-8s and Wedgetails.

“As our procedures evolve, we need to rewrite the software on each platform to maximize the ability to work together.

“In fact, later this year we are holding our first two day working sessions between the P-8 and Wedgetail communities which will be a foundation towards working towards that goal.

“When one looks towards the prospects of high tempo and high intensity operations, we will need well developed interoperability and that requires the new platforms, TTPs and software development all working hand in hand before we are in combat.

“Otherwise, we are at significant risk.

“If we can already have the same base line for how our ones and zeros communicate, that’s half the battle to get there.

“Then we can just develop and evolve from that.

“I think it’s going to be increasingly important.

“It’s fundamental to how we’re going to go forward because what is clear to me from recent involvement in Talisman Sabre 17, is that if we’re not doing joint/combined, if we’re thinking component or thinking single-nation type approach, we are vulnerable and we’re not going to succeed.”

Question: The SPO is next door to your hangar. 

Could you talk about the working process between the code rewriters and the operators?

Group Captain Stuart Bellingham: “It’s a tight team.

“We have a budget within which we have funded builds of software but we have a great flexibility within each build to provide the operators with their most urgent requirements.

“We have just incorporated what we term our in-service build or ISB, 5.0 onto our Aircraft, which is a new software build.

“We’re already working on the next software build. It’s not something that we do in a reactive sense.

“These are all proactive / predictive options that we have in place and that we will utilize to continue to enhance the capability of the aircraft.  They’re roughly at about 18-month apart for the block upgrades.

“Most of the great changes come from not just the engineers but from the guys who are actually operating the radar in combat.

“It’s really challenging, not just for the engineers and the operators here in the wing as we try to harmonize and make sure that the programs are working but it’s also a challenge for the people out flying the airplane because they need to keep current with the software builds.”

“We forecast forward and we request budget allocation to support these upgrades.”

For earlier interviews with Group Captain Bellingham, see the following:

https://sldinfo.com/an-update-on-the-australian-wedgetail-and-its-evolution-a-discussion-with-group-captain-stuart-bellingham/

https://sldinfo.com/visiting-williamtown-airbase-the-wedgetail-in-evolution/

https://sldinfo.com/visiting-wedgetail-at-williamtown-airbase/

https://sldinfo.com/the-wedgetail-the-raaf-and-shaping-a-way-ahead-for-the-australian-defense-force-a-discussion-with-the-commanding-officer-of-the-42nd-wing/

The first slideshow highlights the recent visit of the Indonesian Air Force to Williamtown Air Base and going onboard the Wedgetail.

The second slideshow highlights the Wedgetail at Red Flag 17-1.

The photos are credited to the Australian Department of Defence.

 

The Chinese Challenge WITHIN Australia

2017-08-29 The PRC is not simply playing classic global power politics.

They are working within key allied nations, including key ones like Australia and the United States, to achieve their power ambilitions.

In an interview earlier this month, Ross Babbage, the Australian strategist discussed the challenge as follows:

We then discussed the nature of the challenge posed by the illiberal powers.

“If we focus on the Chinese and the Russians, they’ve had a substantial level of success in the last decade because they’re applying many more instruments of national power in a focused way and taking greater risks to achieve strategic success.

“They are applying economic tools, information warfare tools, geo-strategic tools, espionage, cyber as well as diplomatic and military tools, working within the liberal democracies to influence public opinion and coerce governments and they are doing so within integrated strategies.

“And even if they themselves are rivals, they are playing off of each other’s efforts to create a learning curve with regard to how to enhance their power at the expense of the liberal democracies.”

“In contrast, the liberal democracies have yet to recognize neither the true nature of the challenges nor the need to enhance their arsenal of integrated tools to deal with them.

“And notably, governments are not focused on the internal challenge which the penetration of the Chinese and Russian operations into European, American and Australian societies is posing.”

And here there is a clear parallel to what the German government did in the run up to World War II in terms of augmenting their domestic influence in France, Britain and other European societies.

“In spite of leadership differences, the liberal democracies have far more in common than they differ. There is also a generational challenge. Since the end of the Cold War, the stark contrast between democratic and authoritarian values have not been as clear to our publics, especially to our younger people.

“Yet the Chinese, the Russians, the North Koreans and the Iranians, just to mention the most prominent authoritarian powers, have little in common with our values. We are paying a big price for not highlighting the true nature of the illiberal regimes to our publics.

“Recently, the Prime Minister of Australia, despite his difficult initial discussion with President Trump, made it clear that the North Korean threat to the United States and Australia created common cause and the need for a common response.

“The fundamentals of the ANZUS alliance remain as relevant as ever. The PM was very clear that a thuggish regime with nuclear weapons threatened our way of life.

“We need more recognition of this and preparation for the contest and conflict starring us in the face. This is the real world; not the world we wish we were living in.”

“Part of the problem here, in my view, is that we have not done a good job of telling our publics about the appalling track record of the Russians, and the Chinese, and the others.

“There are some notable exceptions.

“For example, a really good series of reports on ABC Australia in June highlighted the Chinese penetration of Australia, their cyber operations, their attempts at bribery and corruption and the threat which these operations pose to Australia.

“This series triggered further press reporting and to government decisions to review policies and legal frameworks to deal with the internal espionage, cyber and broader challenge posed by the Chinese and others.”

http://www.abc.net.au/news/2017-06-04/the-chinese-communist-partys-power-and-influence-in-australia/8584270

http://www.abc.net.au/news/2017-06-11/china-communist-party-seeks-news-influence-australia-deals/8607754

 

Credit: ABC News, Australia

“There is, however, a long way to go. We need to focus much more strongly on the global competitors who don’t share our values and who are working actively to damage us seriously or bring us down. We need to make our own public’s aware of what’s going on, but also project information and other operations back into the counties that are dominated by these kinds of regimes.

An article published in the Australian Financial Review and dated August 29, 2017 focused directly on the challenge posed by Beijing stirring up “red hot patriotism: among Chinese students studying in Australia.

“The challenge for [Australia] is, how do we cope with the fact that our single biggest customer is instructing students and teachers to have red hot patriotic sentiment when they are in Australia,” said Mr Garnaut said.

He was quoting President Xi, who has previously listed “red hot patriotic sentiment” alongside economic power, abundant intellectual resources and extensive business relations as important strengths that will help realise the collective Chinese “dream”.

“One of [Chinese President] Xi Jinping’s objectives has been to ensure that the party can project its interests into the world, including following Chinese people wherever they go.”

A Look at Talisman Sabre 2017: The Perspective of Air Commodore Craig Heap, Commander of the Surveillance Response Group

08/28/2017

2017-08-25 By Robbin Laird

Last year I had a chance to talk with the Commander of the Surveillance Response Group Air Commodore Craig Heap about the way ahead for this unique and key part of the RAAF.

In our discussion, he argued that the aperture needed to be opened on what SRG is doing, including continuing the evolution of the SRG contribution to the ADF and coalition partners.

“When we talk traditionally about the SRG mission, we talk about surveillance, battle space management and maritime warfighting.

That is now too limited given the potential of the capabilities we have, and are acquiring.

We need to broaden the mission into wider intelligence, surveillance, reconnaissance, control of the air, battlespace control and strike roles, across multiple domains, which is where we are evolving, along with the parallel evolution of the RAAF and the ADF.

The mission statement needed to focus not only on classical air battlespace management, but control of the battlespace.”

https://sldinfo.com/recrafting-the-surveillance-response-group-for-the-extended-battlespace-an-interview-with-air-commodore-heap-commander-of-the-srg/

This time we had a chance to talk about the latest Talisman Sabre exercise and the SRG role within that exercise.

“Talisman Sabre 2017 was a combined United States and Australian exercise comprising a command post exercise and a field training exercise.

“The field training exercise – the live part — was conducted off the east coast of Australia and in Northern Australia.

“US Pacific Command and the Australian Defense Force sponsored the exercise.

“It’s the seventh iteration of Talisman Sabre, which is a biennial exercise, we do every two years.

“It’s a great exercise.

“It is now massive.

“It’s predominantly bilateral, although there is participation from a number of other countries, such as Canada and New Zealand.

“The Field Training Eexercise or FTX itself, the live part with the real Ronald Reagan Carrier Strike Group, and the real P-8’s,Wedgetail and all the Land forces troops charging around Shoalwater Bay, that was completely de-linked from what we did in the command post exercise.”

In other words, the FTX part of exercise was heavily focused on projection of power ashore, essentially through an amphibious assault exercise.

As part of that effort, SRG was involved in establishing C2 at airfields established in the assault areas and managing the air traffic to support the stand up of capability ashore.

“SRG had personnel operating throughout the different geographical areas of the exercise, in Hawaii, in San Diego and in Australia.

“The Officer commanding 92 Wing commanded task force HQ at Townsville.

“We provided all the safety assurance, the task execution, garrison support, and coordinated the running of RAAF Base Townsville, basically so that we could more safely and efficiently support the exercise.

“There were up to 20 major military aircraft, predominantly from Australia, New Zealand, and the US Navy, Air Force and Army running out of Townsville.”

SRG utilized its different radar and C2 capabilities to provide a key thread for the air battle management piece of the exercise.

“The Wedgetail, our deployable ground based radar Tactical Air Defence Radar and deployable Air Survellance radar assets provided the key foundation for providing situational awareness and dynamic C2 during the exercise.

“The SRG also deployed mobile towers and air traffic crews throughout the exercise area to provide flexible, responsive and timely air control and airspace management during the exercise.”

In effect, the SRG was forward projecting air traffic control and providing a capability to do C-2 with a mobile insertion force.

The effort demonstrated will certainly be important for Australian efforts to help in humanitarian disaster relief if ground based infrastructure has been degraded or destroyed.

Unfortunately, disaster relief of that sort is all too common in the region.

Support for intervention in austere environments is a core SRG competence, n support of the wider ADF and government.

Earlier this year, the P-8 completed its first overseas deployment.

As an RAAF article published on June 7, 2017 highlighted this deployment:

A Royal Australian Air Force (RAAF) P-8A Poseidon has completed its first deployment to Royal Malaysian Air Force Base (RMAF) Butterworth as part of Operation GATEWAY.

The Poseidon was deployed to Malaysia in support of the Operational Test and Evaluation of the P-8A as it is introduced to service. This deployment was a key milestone on the path to declaring Initial Operating Capability (IOC) for the aircraft and its system over the next 12 months.

The Poseidon’s predecessor, the AP-3C Orion, has operated from RMAF Butterworth for a number of decades as part of the bilateral Malaysian and Australian Operation GATEWAY.

Operation GATEWAY is Australia’s enduring contribution to the preservation of regional security and stability in South East Asia. The operation provides maritime surveillance patrols in the North Indian Ocean and South China Sea.

Operation GATEWAY is a key element in the bilateral Defence relationship between Australia and Malaysia. The state of the art Poseidon is refining its ability to take over this surveillance role in 2018.

Commander of Surveillance and Response Group, Air Commodore Craig Heap said the successful first overseas deployment of the Poseidon was a significant step towards realising the full capability of the P-8A in an Australian context.

“Maritime surveillance in this part of the world has been a core mission of Number 92 Wing for decades with the Poseidon’s capabilities well suited to continue this role,”  Air Commodore Heap said.

“The aircraft, the aircrew who operate it, and the maintenance and support teams that keep the jet flying, have all performed extremely well during the deployment.”

Following testing of the Poseidon’s ability to deploy and operate from forward bases on the north and north-west Australian mainland in April, this deployment to RMAF Butterworth marks the first time a RAAF P-8A Poseidon has operated from an overseas environment since the first aircraft arrived in November 2016.

Missions flown by the aircraft included patrols in the Northern Indian Ocean and South China Sea aimed at testing and refining how the P-8A will be operated in those environments. Each mission utilised the Poseidon’s advanced sensor suite and data connectivity.

During each mission the aircraft conducted routine maritime surveillance on merchant and naval shipping along some of the world’s busiest shipping routes.

“With this overseas deployment complete, the next step from June through to July will be the completion of the operational evaluation of the Poseidons’s Search and Rescue capability. This will be another important step as we move toward declaring Initial Operational Capability of the P-8A system,” Air Commodore Heap said.

https://www.airforce.gov.au/News/RAAF-P-8A-Poseidon-completes-first-overseas-deployment/?RAAF-PoTc7BdFg9ZVxpCUwb2U4Ck6U9TTOp0k

In Talisman Saber 17, the P-8A continued its process of preparing for full operational capability.

The Aussie P-8A worked with the Ronald Reagan during the exercise in providing maritime domain awareness missions and ASW strike capabilities.

“We deployed our mobile tactical operation cal center or MTOC to Townsville, which is integral to the P-8A and future Triton wide area surveillance system, for the first time as well. ”

The RAAF is moving ahead as well to work the synergies between its three 737 based aircraft, the Wedgetail, P-8 and VIP Special purpose BBJ, two of which are part of SRG.

Later this year, they are holding a two-day working session to launch the synergy effort.

“Last year we conducted a review to look at how to leverage lessons learned from Wedgetail.

“We were looking not just to leverage the front end, but the mission systems and the maintenance and technical systems as well.”

With regard to the Talisman Saber Command Post Exercise or CPX, a key part of the effort was working distributed, dynamic C2.

“The PACFLT Commander Admiral Swift was involved and as we learned at Fallon, Admiral Swift is working the challenge of how to devolve authority in a distributed battlespace and part of the Talisman Sabre exercise was working this challenge.

https://sldinfo.com/expanding-the-reach-of-the-battlefleet-the-evolving-role-of-the-advanced-hawkeye/

We then focused on looking ahead at the next 18 months of the Air Commodore’s time as commander of SRG and asked him what he was focused on achieving in this period of time.

“I want the P-8A capabilities to benormalized as best we can.

“When I leave, I want the P-8 bedded down across all roles, including our deployable maritime Search and Rescue capability.

“We are in the process of trialing our interim deployable life raft capability at the moment, and that is going very well so far.

“We are also focused as well on sustaining and enhancing our air traffic control services, in other words, our 44 Wing’s capability, which are eventually transitioning into the new One Sky system, including a new deployable radar capability and fixed air traffic control radars on the bases as well.

“Wedgetail is undergoing its upgrade at the moment.

“Wedgetail is already about 15 years old as an airframe, including some of the mission systems, but really it was only cut loose out of the blocks three to four years ago, and it has excelled.

“Balancing this upgrade with operational and critical training activities is also our aim.

“We are also working our links between space capabilities and our over the horizon radar to provide even better situational awareness. This is part of our effort to work distributed and redundant C2.

“We are working to integrate Wedgetail with ground based radars, with space and with other assets so we can have redundant, flexible, and projectable command and control throughout the integrated force.

“We are working to establish a level of command and control, integrated with the Hobart Class Air Warfare destroyer, the new Army GBAD capabilityto potentially provide localized control of the air effects, without a friendly fighter in sight.

“And our air combat assetswill be happy with that, because they’re hopefully off doing something more appropriate to their tremendous 5th Generation capabilities. ”

We then concluded by discussing Triton and its potential impact for the ADF.

“For example, in a HADR event, the first thing we’ll send out is a Triton.

“It will be there probably within five to 10 hours of the first reports.

“It can be sitting on top of a remote disaster area, a South Pacific nation for example affected by a cyclone, earthquake or tsunami, obviously with the nations permission, to pushback real-time information regarding the situation on the ground, in areas that previously might have taken weeks to assess

“It might even be relaying.

“It will be providing significant information that can then inform other whole of government international relief capabilities, be they C-17’s, maritime, orland assets, that are going to roll in with a better understanding of the support required to help the people in the affected area.

“We see that as one of our key roles.

“And that’s obviously one of the reasons we are acquiring the Triton, because of the extreme ranges we have to deal with, including the huge expanses of water, but also on occasions in the region in an overland scenario.”

Air Commodore Heap closed by emphasizing that all these new capabilities need to be enabled by a new generation of specialist personnel within the ADF and Defence, and that much of his emphasis is on allowing those people who are the future to be trained, mentored and empowered to innovate.

In short, the SRG is a key part of the evolving transition of the ADF as it works through its processes of shaping enhanced integration as a cutting edge power projection force. 

Editor’s Note: The first slideshow highlights the Talisman Sabre 2017 exercise; the second RAAF P-8s; and the third Air Commodore Craig Heap.

All the photos are credited to the Australian Department of Defence.

It should be noted that one of the projects mentioned by the SRG Commander will pose some significant challenges to resolve in the short to mid term.

The new air traffic control system is not yet under contract and has been highlighted by government as a project of concern.

Contract challenges put OneSKY on Projects of Concern list

Russian-Chinese Naval Reach Expands in Joint Baltic Sea Operation

2017-08-24 By Richard Weitz

Although Sino-U.S. military ties have showed surprising residence in the phase of numerous China-U.S. security differences, they lag considerably behind Beijing’s defense relations with Moscow.

During the last week of July, the Chinese and Russian navies conducted a week of joint drills in the Baltic Sea, representing the first stage of their planned two-phased bilateral maritime exercise for 2017.

These drills, held from July 21-28, are part of a comprehensive joint program to deepen Sino-Russian defense cooperation.

The July 2017 exercise in the Baltics was the latest iteration of a series of drills termed “Joint Sea” by the Chinese and “Naval Interaction” by the Russians.

The second phase will take place in the Sea of Japan and the Sea of Okhotsk in mid-September.

Following an opening ceremony and land-based planning phase, the active stage of the July Baltic exercise included a drill in which the dozen ships (three Chinese) formed two tactical groups, consisting of mixed Chinese and Russian detachments, which simulated offensive and defensive operations included ship-to-sea gunnery, maritime search and rescue, liberating vessels seized by pirates, joint air and anti-submarine defense, and underway cargo replenishment.

The Russian Defense Ministry stressed how these joint drills contribute to furthering the Sino-Russian defense relationship and improving binational naval interoperability.

The Chinese side held the same perspective. Wang Xiaoyong, deputy captain of a participating PLAN destroyer detachment, concurred that an operational objective of the exercise was “enhancing coordination and tacit understanding between commanders of the two countries.”

In this photo, a Russian naval vessel fires a shell during the China-Russia joint naval exercise in the Yellow Sea Thursday, April 26, 2012. Credit: Daily Telegraph

Russian analysts also emphasized the defense and deterrence value of drills.

Konstantin Sivkov, director of the Russian Academy of Geopolitical Problems, said that the participation of Chinese warships at such distance exhibited a historic level of cooperation with Moscow on maritime issues.

In his view, “China is demonstrating to the world that in the event of conflict, it will conduct military operations on Russia’s side as its ally.”

Russian political commentator Alexander Khrolenko likewise commented that the exercises “demonstrate the significant potential for cooperation between the two countries in the area of defense, and will be sure to cool the hot heads of admirals and generals in Brussels and Washington.”

The Russian ambassador to China, Andrei Denisov, said that “the degree of cooperation in the military sphere is a reflection of the degree of political affinity and trust” between Moscow and Beijing. “If we see the same threats facing us and have a similar assessment of those threats,” he added, “it will be natural to attempt to compare our respective methods to counter those threats.”

Russia benefited from having the joint drills occur, for the first time, in the Baltics, an area of great military and political significance for Moscow. At the time of Naval Interaction 2017, some of Russia’s largest ships were maneuvering into the Baltic Sea for the July 30 naval parade at St. Petersburg.

Russia was then also preparing to hold its latest ZAPAD drill with Belarus in September; which, with a predicted 100,000 troops, worried NATO governments.

The Baltics are a vital region for the Alliance, due to NATO’s need to send reinforcements through the territory to protect Lithuania, Latvia, and Estonia.

NATO has expanded its air and troop presence since the 2014 annexation of Crimea. NATO held its own military exercise, BALTOPS-2017, near the Polish-Lithuanian border in June 2017.

NATO had also recently announced its largest upcoming joint exercise with Sweden, “Aurora 17,” scheduled for September 2017. NATO leaders have criticized Russia for conducting provocative military maneuvers in the region, with military ships and aircraft operating close to the border without adequate notification or transparency.

The Russian and Chinese governments understand that the high-profile drills attract the attention of third parties. On this occasion, Lithuanian Foreign Minister Linas Linkevicius expressed concern that the Baltic drill could elevate regional tensions.

NATO allies monitored the PLAN flotilla as it moved through European waters-–for example, British, Dutch, and Danish warships accompanied China’s fleet through the North Sea and English Channel.

 

The Russian nuclear submarine Dmitrij Donskoj, center, sails through Danish waters, near Korsor, on July 21, 2017, on it’s way to Saint Petersburg to participate in the 100th anniversary of the Russian Navy, held July 29-30. The submarine is 172 meters long and is thus the largest nuclear-powered submarine in the world. It’s the first time it sailed into the Baltic Sea. (Sarah Christine Noergaard/AFP/Getty Images)

At the time of the drills, the Russian government issued a new doctrinal statement –“Fundamentals of Russia’s State Naval Policy Through 2030” –which profiles the importance of the Russian Navy in the defense of Russia’s global economic and security interests.

According to the doctrine, these interests include maintaining access to the energy-rich Middle East and Caspian Sea regions, as well as sustaining a permanent naval presence in the Mediterranean.

Although the Chinese Navy will likely surpass the size and diversity of the Russian fleet, the Russian Navy should be able to project power in Europe, Asia, and the Middle East –as confirmed by its extensive combat support role in the Syrian War.

The Chinese Navy also will strengthen its capacity and presence in coming years.

A 2015 Chinese government white paper states that “It is necessary for China to develop a modern maritime military force structure commensurate with its national security and development interests […] so as to provide strategic support for building itself into a maritime power.”

According to the PLA, China commissioned 18 ships in 2016, with a total displacement of 150,000 tons. In April 2017, China launched its first domestically built aircraft carrier; in June, its first destroyer took its maiden voyage.

In late June 2017, moreover, the PLA Navy launched its first Type 055 destroyer which, at 12,000 tons, is larger than the U.S. Navy’s Ticonderoga-class cruisers. The Type 055 ships are expected to serve as the air defense control centers for future Chinese aircraft carrier battle groups.

China’s second carrier is expected to enter into service in 2020.

China plans to build four more carriers, giving the PLAN the second-largest carrier fleet after the United States.

Some forecasts indicate that the PLA will have a 500-ship fleet by 2030, compared with an estimated 350 vessels for the U.S. Navy unless U.S. shipbuilding rates increase significantly in coming years.

In short, the mass and reach of the Russian and Chinese Navies is on the upsurge.

What the impact of this will be in the future is a work in progress.

Editor’s Note: And the Russians are innovating with regard to their concepts of operations.

For example, they have operated their own version of a kill web with missiles launched from frigates in the Caspian sea against Syrian targets obviously guided by target acquisition and C2 nodes in Syria

Chris Cavas wrote about the Caspian fleet in this piece while he was at Defense News:

Few naval strategists would count Russia’s Caspian Sea flotilla among significant units in an order of battle. The inland sea features naval forces from the four bordering countries — Azerbaijan, Iran and Turkmenistan in addition to Russia — but most vessels are small missile-armed or patrol craft, nearly all well under 1,000 tons. The forces have been viewed purely as local craft.

But that changed on Oct. 7, when four Russian warships in the Caspian Sea launched a reported 26 Kalibr SS-N-30A cruise missiles at targets in Syria, nearly 1,000 nautical miles away. While most analysts dismissed the military effects of the missile strikes, the fact that such small, inexpensive and relatively simple craft can affect ground operations that far away is significant.

“It is not lost on us that this launch from the Caspian Sea was more than just hitting targets in Syria,” said a US official. “They have assets in Syria that could have handled this. It was really about messaging to the world and us that this is a capability that they have and they can use it.”

And to remind everyone that they are a Pacific power, recently the Russians flew their bombers into the face of South Korea and the United States as their own statement against US and South Korean military drills. 

Russia, which has said it is strongly against any unilateral U.S. military action on the peninsula, said Tupolev-95MS bombers, code named “Bears” by NATO, had flown over the Pacific Ocean, the Sea of Japan, the Yellow Sea and the East China Sea, prompting Japan and Seoul to scramble jets to escort them.

The flight, which also included planes with advanced intelligence gathering capabilities, was over international waters and was announced by the Russian Defence Ministry on the same day as Moscow complained about the U.S.-South Korean war games.

“The US and South Korea holding yet more large-scale military and naval exercises does not help reduce tensions on the Korean Peninsula,” Maria Zakharova, a spokeswoman for the foreign ministry, told a news briefing in Moscow.

https://www.reuters.com/article/us-russia-southkorea-bombers-idUSKCN1B40MP

North Korean Intentions: Avoiding Self-Deterrence by the Democracies

08/25/2017

2017-08-22 By Danny Lam

Prime Minister Neville Chamberlain returned from Munich believing that he settled the Czechoslovakian problem, “Peace for our time”.

Chamberlain earnestly believed that Hitler was like any other European statesman who is core concern is the survival of the Nazi German regime, and the rapid pace of rearmament by Britain, France and the USSR will deter any further adventures. No sane statesman want, or can risk another war so soon after the peace of Versailles.  Mein Kempf cannot be what Hitler really believes.

The rest, is history.

Diplomacy and negotiations relies on accurately gauging intent and long term goals of all parties.  That requires that analysts assume the perspective of the “other” side, see things from their point of view, understand their constraints, opportunities, perception of risks and rewards.

And exercise extreme caution when project our own calculus and biases onto others.

To do this requires detailed hands-on knowledge of DPRK.

Much of the institutional memory and knowledge about DPRK from the Armistice negotiations of 1953 have been lost. The Korean war armistice of 1953 was not followed by a Peace Treaty as negotiations were unsuccessful.    Few current allied officials have “first hand” experience with DPRK’s demands or negotiating stances from the 1950s.

That knowledge has been lost to allies.

DPRK have, on at least these occasions: 1994, 1996, 2003, 2006, 2009, and 2013; formally threatened to withdraw from the Armistice and resume hostilities.

This is in addition to overt acts such as the sinking of the ROKS Cheonan in 2010 and other incidents.

In each case, things settled down, leading to complacency about DPRK’s intent and long term goals.

Another more recent source of knowledge about DPRK intentions is from the negotiations leading to the 1994 “Agreed Framework”, Six Party Talks, and other initiatives (e.g. missile technology proliferation) since.

Each of these negotiations resulted in face-to-face meetings with DPRK negotiators and senior allied officials where DPRK presented their demands.

Dr Jane Harman who visited DPRK in 1997 with a Congressional delegation, recently recalled:

“I asked a senior [DPRK] minister what it would take to get his government to stop proliferating missile technology, something our intelligence community believed they were doing. “How much will you pay us?” was his immediate reply. That North Korea views proliferation in monetary terms is deeply disturbing.   An alternative to deploying its own nukes might be to sell some to ISIS’s willing buyers and willing users.”

Allied officials in general, and US officials in particular, together with their counterparts from PRC and Russia/USSR, have generally been discrete about the demands by DPRK made behind closed doors.

By dismissing the DPRK opening offer stance as “ridiculous” and then negotiating them down to what the possible and acceptable and then only publicizing the end product (e.g. “Agreed Framework”, or “Six Party Talks”), outside observers are deprived of insights into the thought process of DPRK’s officials.

Understanding the thought process of DPRK officials is critical in gauging their motives and long term goals. Allied officials that have firsthand experience with dealing with DPRK have occasionally broken the silence and revealed what DPRK really wanted or felt they are entitled to even as they dismissed them.

But generally, there is little discussion of DPRK motives and long term intentions as the Trump Administration openly warn of war.

DPRK’s propaganda on these issues are blithely dismissed.

Western experts on Korea in general, and North Korea in particular, have by and large been discrete in sharing their firsthand knowledge of DPRK behavior and intentions with the exception of scholars like B. R. Myers (“The Cleanest Race”) who take DPRK’s intentions and perspectives as expressed in their propaganda seriously.

The conspiracy of silence by the priesthood of Korean experts resulted in an intellectual vacuum, in which allied prejudices and preconceived notions about what Korea wants is filled by our own hallucinations.   American values and percepts are projected onto DPRK as a “given”:   North Koreans are presumed to be rational actors who place absolute priority on regime survival in general, and survival of Kim Jong Un in particular.

DPRK cannot possibly be willing to risk the destruction of North Korea by launching a nuclear attack on US and Allies that will result in American nuclear retaliation.

DPRK must be deterrable if the US only strengthened missile defenses and raised DPRK’s risk and costs.

Denuclearization of Korea is out of the question.

Therefore, let’s negotiate with DPRK and get it over with.

DPRK can become a normal nuclear power like every other one before them that only possess a nuclear arsenal for deterrence.

Let’s apply these projections and see how valid our prejudices are against history.

The Nazi regime of 1938, including their Axis partners, was militarily not equal to France, Britain, and USSR, let alone USA.  German rearmament was done in breath, not depth, and not slated to be complete before mid-1940s.   Nazi Germany was not ready for war.

Yet, this same regime was not deterred from going to war and defeating all but Britain – a “mop up” operation that did not have to be finished before going to war against USSR.   The roadmap laid out in Mein Kempf was followed despite expert advice from the General Staff and the risks.

The same analysis could have informed Japan’s decision to go to war against the US in view of the advice of Admiral Yamamoto, and Saddam Hussein’s decision to fight rather than withdraw from Kuwait in the face of overwhelming odds.

Historians and war gamers can debate how these historical conflicts ended, and alternate outcomes could have been produced had Hitler defended what he had before invading USSR.

Or if Nazis made common sense realist moves like recruiting Ukrainian allies to fight the USSR. Imperial Japan could have circumvented the US oil embargo or executed a limited campaign against the Dutch East Indies to secure their oil supply or coordinated an attack with Nazi Germany against USSR.

Saddam Hussein could have withdrawn from Kuwait and forced the US to make the tough decision of invading — and then quietly bid his time while developing a nuclear weapon.

The point is, it is not at all certain from the perspective of the historical losers that they must lose.  

The same goes for DPRK – it is not at all clear that DPRK will automatically lose a war against the US and allies.

DPRK’s professed goal of victory in the Korean war is not entirely unrealistic.

DPRK’s longstanding goal and objective for the Korean war (from 1950s) is, a) expel UN (US and allied troops) from the Korean peninsula;  b) reunification of the Korean race and homeland on DPRK terms;  c) victory.    These long terms goals have not changed in decades.

Regime survival and security, particularly if it means status quo of a divided Korea with US and ROK in alliance, is not the goal for DPRK.

Professor B. R. Myers argues:   “The only logical answer is that it’s pursuing something greater than mere security — and there’s only one logical conclusion as to what that is.”

The goal is, victory defined by DPRK.

What does DPRK want as the victor?

DPRK firmly believes that they are, or will be the victor of the Korean war.    Expulsion of US troops and ending the alliance with ROK is only the first, necessary step to a peace treaty with the US.

A peace treaty, however, will not be concluded without DPRK receiving sizable compensation from the US (and allied) forces.

As recently as 2010, DPRK have demanded US$ 75 trillion in compensation from the US for the Korean war and “six decades of hostility”.   That breaks down to US$26.1 trillion from US “atrocities” during the war, and losses from 60 years of sanctions for a loss of US$13.7 trillion to 2005, plus property damage of US$16.7 trillion. Damages from sanctions since 2006 is in addition.   (See:  N Korea seeks $75 trillion).

Note that the demand is for US$ 75 trillion, or roughly 4 years of US total GDP of $18.6 trillion (2016).

The demands from other allies that participated in the Korean war under the UN like UK, Thailand, Canada, Turkey, Australia, New Zealand, etc. are in addition to the USD $75 trillion from USA to 2006.

But do the demands end there?

DPRK is demanding from Japan compensation for colonialism and other wrongs.

Reviewing the ongoing debate over DPRK’s motives and long term intentions if they are allowed to develop a thermonuclear arsenal with the capability of reaching any place in the world, one is hard pressed to find any commentary or analysis that pay any attention to the financial / economic demands being made by DPRK, or, the consequences of DPRK being able to back up their financial demands with their thermonuclear arsenal.

The conspiracy of silence from “Korea experts” is deafening.

Let’s talk to DPRK, find out if their intent, motivations and long term plans have changed and make the findings public before we allow our governments to negotiate a Sudetenland compromise for “Peace for our time”.

Editor’s Note: If you wish to comment on this article, please see the following:

Conspiracy of Silence about DPRK Intentions

The Impact of Brexit on European and NATO Defense: Key Considerations

2017-08-25 By Robbin Laird

There seems to be a growing and vast literature on Brexit: pro and con, and increasingly framing the negotiations and the way ahead.

And this could prove to be longer than many people believe.

Article 50, the exit clause, in the European treaty, allows for continued negotiations after the initial two year period.

And given the speed of the Brussels bureaucracy this is probably already a fast track.

A clear impact of Brexit is focusing a considerable degree of attention on negotiations with the framework already established by the European Union and sorting out how a Brexit Britain meshes with this framework.

But lost in all of this is the broader strategic context.

Leaving aside the obvious point, that the relationship of Britain (and the internal dynamics within Britain to the EU, which is not the same thing) to continental Europe is clearly in play once again.

There is a very long history of British relationships with the continent; the EU settlement provided the latest approach to that relationship; now Brexit opens the fundamental question of the broader strategic realtiionship to the continent.

And no question is more important in this regard than defense. 

The Russian challenge is clear and significant.  Northern Europe is clearly focused on sorting through ways to defend their nations dealing with the threat from Russia, including the soft underbelly of the Baltics.

The recent Chinese-Russian naval exercise in the Baltic Sea is yet the latest reminder of the reach Russia wishes to have in determining the fate and future of Northern Europe.

For the UK, a major focus of their defense modernization approach focuses on this part of Europe. 

Assuming that Brexit exit costs are manageable, the significant infrastructure rebuild in the UK clearly supports a Northern European revamp of defense capabilities. Notably, the coming of the P-8, the Queen Elizabeth carriers and the F-35 are all part of this effort.

The heart of credible European defense has been the UK-French relationship.

But what will this relationship look like concretely a decade from now?

And underlying all of this is the unanswered question of the industrial basis for European defense.

UK firms and their relationships on the continent have been an essential part of shaping a modern defense industrial capability.

What will be the fate of these relationships?

What will Thales look like after Brexit?

What will Airbus, including both the commercial and defense side, look like after Brexit?

Obviously, a key issue is how the working relationships within the continent and both a procurement or customer side as well as a development and production side look like moving ahead post-Brexit.

And the Russian challenge is not going away while Brussels and London negotiate.