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Theodromus's avatar

One item to nitpick is the “take the hill” analogy and its conclusion:

“Plans are wrong. This is why combat units plan quickly, and move out, knowing the plan will be wrong. Acquisitions bureaucrats try to get the plan right. But they never will, especially when inventing new tech.”

While not the point of your article, this isn’t accurate and detracts from the brilliance of the rest of the piece. Yes, plans can change in tactical scenarios, but the vast majority of the time they generally remain similar enough. Sometimes plans are done in 5 minutes in sand, sometimes they are done over months or years with singular focus. The most important ones are the latter. Knowing the difference of when each is appropriate is key. Also, important to note that units are able to function effectively in dynamic battlefield conditions first because of preplanned contingencies and second because of ingrained TTPs and SOPs that were part of deeper institutional planning. Planning and training are arguably the most vital elements of any combat unit’s success. I think the point you’re actually making is about the ability to plan quickly, remain flexible, and be adaptable, which I wholeheartedly agree with and believe can be more effectively adapted to acquisitions.

the long warred's avatar

Excellent article.

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