Pentagon Management Needs Surgery, Says Veteran SecDef

By Bill Sweetman
Source: Aviation Week & Space Technology
July 08, 2013
Credit: Liz Lynch

Harold Brown's experience is unique. He was a physics lecturer at 20, nuclear weapons scientist at 25, and first director of defense research and engineering (DDR&E) at 33. Despite his nuclear background, he championed conventional weapons and precision. Brown's tenure as Air Force secretary covered deployment of precision-guided munitions; his term as defense secretary saw the launch of the F-117 and B-2, Assault Breaker reconnaissance-strike complex and Lantirn, ancestor of today's targeting and designation pods. Brown discussed his work with Senior International Defense Editor Bill Sweetman in Washington.

Defense Technology: You made a big shift in your career, from being a nuclear weapons scientist to an advocate of precision and what was then called 'zero-CEP' (circular error probable). How did that come about?

Brown: Zero-CEP was one of the last big effects of nuclear weapons development at the strategic level, and came about because we needed a warhead small enough to fit inside a missile that would fit inside a submarine. When I became DDR&E in 1961, I concentrated on conventional capability, which surprised and disappointed some people, but fit with the Kennedy administration's approach.

How would you advise defense leaders to deal with today's budget environment?

It's harder now because the political environment has become much more dysfunctional. It goes beyond defense. In the 1960s and 1970s there were moderate Republicans and conservative Democrats that could work together, and with whom I could work. Today, in all government programs, and it is markedly true of defense, there's a constituency that supports them, with subcontractors in many districts. To some extent, it's deliberate. And there is no question that we have a lot of bases in pleasant areas in the southern U.S. That's where senior officers retire.

What can be done without running into those barriers?

The Pentagon is bloated in terms of levels of management, and every extra level has two effects—more people and more sand in the gears. Every reform creates risks in that area. For example, in the last 30 years we have seen the growth of unified and specified commands (Centcom, Pacom and so on). It's a good change that blossomed into waste. They were created to be the tip of the spear, but the spear has started to grow streamers. They became independent political actors and established Washington staffs to be their lobby. It has to be pared back.

The services have also been encouraged to think longer-term—and maybe we've gone too far with that. The unified and specified commands have started to do their own long-term thinking, but in principle it's the Office of the Secretary of Defense that should be the strategists. The problem is that the combat commanders have difficulty thinking about equipment.

How do you view the probability of conflict with China? How would such a conflict differ from the Cold War?

Comments On Articles