Stand Up and Fight is a collection of essays that explores how new National Security Organizations are stood up--that is, formed, organized, funded, and managed--in the first years of their existence. From Joint ventures to combatant commands to cabinet-level departments, each organization's history reveals important themes and lessons for leaders to consider in forming a new organization.
A substantive introduction defines the scope of the project and outlines several important themes including organizational rivalry, the problems of analogical reasoning, the use of simulations, the consequences of failure, the significance of leadership and organizational culture, working with allies, the role of fear and emotion, and the basic advice that "the best defense is a good offense." The book includes thirteen substantive chapters, each of which covers a different national security organization. Section I on U.S. unified combatant commands includes chapters on U.S. Special Operations Command (SOCOM), U.S. Joint Forces Command (JFCOM), U.S. Central Command (CENTCOM), U.S. Transportation Command (TRANSCOM), and Space Command (SPACECOM). Section II, on sub-unified commands and organizations includes chapters on U.S. Cyber Command (CYBERCOM) and the Vietnam-era Civil Operations and Revolutionary Development Support (CORDS). Section III deals with issues of allied commands and covers military government in post-WWII Germany, Supreme Headquarters Allied Powers Europe (SHAPE), and North American Aerospace Defense Command (NORAD). Section IV explores Department of Defense and cabinet-level organizations including The U.S. Air Force (USAF), the National Security Agency (NSA), and the Department of Homeland Security (DHS). The conclusion again draws out several relevant themes and offers some practical recommendations and insights for leaders who are charged with standing up a new organization.
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Les informations fournies dans la section « Synopsis » peuvent faire référence à une autre édition de ce titre.
From the National Security Act of 1947 to the intelligence and security restructuring after September 11, 2001 (9/11), our nation has stood up new security organizations to meet new challenges. On October 10, 2010, my team and I helped give life to a new U.S. security organization when I assumed command of the United States Army Cyber Command. As its first commander, I was more than "present at the creation;" I was responsible for it. In a crowded, yet resource-constrained defense establishment, Army Cyber was responsible for all Army cyber efforts-not only in relation to U.S. Cyber Command, but also the Department of Defense and U.S. Intelligence Community. A single-page General Order from the Secretary of the Army served as the command's founding document and mission statement. Army Cyber Command was designated the lead for Army missions, actions, and functions related to cyberspace.
Les informations fournies dans la section « A propos du livre » peuvent faire référence à une autre édition de ce titre.
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