Makgregora principi

vara bungas: ASV pulkvedis (rez.) Douglas Macgregor ir formulējis piecus vienkāršus militāro izdevumu veikšanas principus. Kopēt šos principus diemžēl nevaram, bet  varam mēģināt pielāgot vai  formulēt savus. Iespējams AM ir savi apsvērumi, palūkosimies, kā tie iet kopā ar Makgregora versiju.

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• Military Purpose: The American people develop, equip, train, and maintain armed forces for one principle reason—and it isn’t flood relief, humanitarian assistance, nation building or combating Ebola, for heaven’s sake.  The purpose of the U.S. military is to fight and destroy the enemies of the United States. The first rule is: “If it doesn’t fight, don’t fund it.”

1. Militārā pielietojamība. Ja kaut kas  nav domāts kaujai, tas netiek finansēts no aizsardzības budžeta. Bruņotie spēki nav domāti cīņai ar plūdiem, bet cīņai ar pretinieku.

• Capability: Today, national military power is measured by what can deploy and fight immediately; not by forces that can get there in six, 12 or 18 months. In both World Wars, other great powers fought for years, thus giving the services time to build up their fighting power. In future crises or conflicts there won’t be time for a “pick-up game.” In the absence of a draft the nation must have fighting forces-in-being; i.e., ready, standing forces. Army Ground Maneuver Forces in particular must be organized and ready to rapidly exploit the profound, but temporary paralysis that massive strikes from aerospace and naval forces create. The second rule is: “If the proposed force package cannot rapidly deploy and fight, reconsider funding it.”

2. Spējas. Ja spēku elements nespēj ātri izvērsties kaujai, jāapsver tā finansēšanas turpināšanas lietdrību.

• Modernization: Don’t invest in the elusive Silver Bullet or Unobtainium. Put the technology that is sitting on the shelves to work. Rapid prototyping is the answer. It’s about innovation, not invention. When tied to a new force design, rapid prototyping explores and develops new capabilities quickly with smaller inventories of new equipment before larger investments are made. The third rule  should be: “When modernizing, spend to innovate, don’t invent.”

3. Modernizācija. Nefinansē no aizsardzības budžeta brīnumieroču idejas, finansē prototipus.

• Unity of Effort: Winning on every level—strategic, operational and tactical—demands unity of effort.  For the American people to get the most out of their defense dollar, congress must focus on force integration, the application of military capabilities across service lines.  Thanks to Goldwater-Nichols, it’s a point of law that none of the Services exists to independently fight and win the nation’s wars.  Combatant Commanders have the authority and responsibility to fight and win the nation’s wars.  The Services exist to develop, train, and equip modular formations and staff elements that can be deployed to the Combatant Commanders, integrated and plugged into Joint Task Forces.  The fourth rule should be: “Fund Joint Solutions, not Single Service Solutions.

4.   Maksimāla elementu standartizācija  spēku veidu starpā visos līmeņos. Risinot šauru problēmu meklē universālus risinājums.

• Overhead: The top heavy character of the American military obstructs unity of effort and results in wasteful spending. From March 1942 to April 1945 when there were 8 million men in the U.S. Army and Army Air Corps the U.S. had only 4 four-star generals to command them: Marshall, MacArthur, Eisenhower and Arnold. Today, 23 four stars command a combined Army and Air Force of roughly 870,000 soldiers and airmen. There are too many combatant commands and too many single service headquarters providing jobs for three and four stars.  For reasons of cost, as well as effectiveness, less general officer overhead and more lethal, survivable combat power at the lowest level must be the organizing imperative in 21^stCentury warfare. The fifth rule should be: “Cut overhead; increase fighting power.”

5. Samazini ģenerāļu skaitu – palielini armijas kaujas spējas.

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