We find our attention drawn repeatedly to what one might call “the organizational dimension of strategy.” Military organizations, and the states that develop them, periodically assess their own ability to handle military threats. When they do so they tend to look at that which can be quantified: the number of troops, the quantities of ammunition, the readiness rates of key equipment, the amount of transport, and so on. Rarely, however, do they look at the adequacy of their organization as such, and particularly high level organization, to handle these challenges. Yet as Pearl Harbor and other
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