Search results for ""Author Sir Lawrence Freedman""

One of the most serious crises since the end of the Cold War began with Russia's seizure and annexation of Crimea in March 2014 and subsequent 'secret' war in Eastern Ukraine. As more territory was taken from Eastern Ukraine, Western countries countered with economic sanctions directed against Russia. While the conflict did not escalate to the levels originally feared, over time, it became apparent that President Putin had failed to affect the regime change intended in Ukraine, and Russia's economy had been damaged. In Ukraine and the Art of Strategy, Sir Lawrence Freedman provides an account of the origins and course of the Russia-Ukraine conflict through the lens of the theory and practice of strategy. That is, he explores Putin's near, medium, and long-term strategies when he decided to initiate the conflict. How successful has he been? In contrast to many who see Putin as a master operator who has resuscitated a supine Russia against all odds, Freedman is less impressed with his strategic acumen in terms of the long-term fallout. By exploring concepts such as coercive diplomacy, limited war, escalation and information operations, Freedman brings the story up to the present, where a low-level conflict between Ukrainian and breakaway rebel forces in the east grinds on, and illuminates the external challenges faced by the governments' involved. Freedman's application of his unique strategic perspective to this supremely important conflict has the potential to reshape our understanding of it, and his analysis of the likely outcomes will force readers to reconsider the idea that Vladimir Putin is unmatched as a strategic mastermind.

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A timely history of the interplay between politics and military operations, 'Command is the history of our time' (Guardian)Military command has been reconstructed and revolutionized since the Second World War by nuclear warfare, small-scale guerrilla land operations and cyber interference. Freedman takes a global perspective, systematically investigating its practice and politics since 1945 through a wide range of conflicts from the French Colonial Wars, the Cuban Missile Crisis and the Bangladesh Liberation War to North Vietnam's Easter Offensive of 1972, the Falklands War, the Iraq War and Russia's wars in Chechnya and Ukraine. By highlighting the political nature of strategy, Freedman shows that military decision-making cannot be separated from civilian priorities and that commanders must now have the sensibility to navigate politics as well as warfare.

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For as long as there have been wars there have been fears about the next war. Where are the new dangers? What is the best defence? How might peace come about? This is the history of how over the last 150 years we have tried - rightly and wrongly - to predict war's future. 'Britain's leading academic strategist ... read this book' Economist'Insightful and opinionated ... expertly covers centuries of evolving mayhem' Gary J. Bass, The New York Times'A bonfire of predictions ... Freedman's purpose in this wise book is to discern patterns in the way we have thought about war's future' Shashank Joshi, Financial Times'It reflects the author's immense knowledge and wisdom. It should feed our humility, because it reminds us of mankind's unlimited capacity for folly' Max Hastings, The Times

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In Strategy: A History, Sir Lawrence Freedman, one of the world's leading authorities on war and international politics, captures the vast history of strategic thinking, in a consistently engaging and insightful account of how strategy came to pervade every aspect of our lives. The range of Freedman's narrative is extraordinary, moving from the surprisingly advanced strategy practiced in primate groups, to the opposing strategies of Achilles and Odysseus in The Iliad, the strategic advice of Sun Tzu and Machiavelli, the great military innovations of Baron Henri de Jomini and Carl von Clausewitz, the grounding of revolutionary strategy in class struggles by Marx, the insights into corporate strategy found in Peter Drucker and Alfred Sloan, and the contributions of the leading social scientists working on strategy today. The core issue at the heart of strategy, the author notes, is whether it is possible to manipulate and shape our environment rather than simply become the victim of forces beyond one's control. Time and again, Freedman demonstrates that the inherent unpredictability of this environment-subject to chance events, the efforts of opponents, the missteps of friends-provides strategy with its challenge and its drama. Armies or corporations or nations rarely move from one predictable state of affairs to another, but instead feel their way through a series of states, each one not quite what was anticipated, requiring a reappraisal of the original strategy, including its ultimate objective. Thus the picture of strategy that emerges in this book is one that is fluid and flexible, governed by the starting point, not the end point. A brilliant overview of the most prominent strategic theories in history, from David's use of deception against Goliath, to the modern use of game theory in economics, this masterful volume sums up a lifetime of reflection on strategy.

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Selected as a Financial Times Best Book of 2013 In Strategy: A History, Sir Lawrence Freedman, one of the world's leading authorities on war and international politics, captures the vast history of strategic thinking, in a consistently engaging and insightful account of how strategy came to pervade every aspect of our lives. The range of Freedman's narrative is extraordinary, moving from the surprisingly advanced strategy practiced in primate groups, to the opposing strategies of Achilles and Odysseus in The Iliad, the strategic advice of Sun Tzu and Machiavelli, the great military innovations of Baron Henri de Jomini and Carl von Clausewitz, the grounding of revolutionary strategy in class struggles by Marx, the insights into corporate strategy found in Peter Drucker and Alfred Sloan, and the contributions of the leading social scientists working on strategy today. The core issue at the heart of strategy, the author notes, is whether it is possible to manipulate and shape our environment rather than simply become the victim of forces beyond one's control. Time and again, Freedman demonstrates that the inherent unpredictability of this environment-subject to chance events, the efforts of opponents, the missteps of friends-provides strategy with its challenge and its drama. Armies or corporations or nations rarely move from one predictable state of affairs to another, but instead feel their way through a series of states, each one not quite what was anticipated, requiring a reappraisal of the original strategy, including its ultimate objective. Thus the picture of strategy that emerges in this book is one that is fluid and flexible, governed by the starting point, not the end point. A brilliant overview of the most prominent strategic theories in history, from David's use of deception against Goliath, to the modern use of game theory in economics, this masterful volume sums up a lifetime of reflection on strategy.

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'A further and devastating indictment not only of Tony Blair personally but of a whole apparatus of state and government, Cabinet, Parliament, armed forces, and, far from least, intelligence agencies. — GEOFFREY WHEATCROFT, THE NEW YORK REVIEW OF BOOKS 'It offers a long and painful account of an episode that may come to be seen as marking the moment when the UK fell off its global perch, trust in government collapsed and the country turned inward and began to disintegrate.' — PHILIPPE SANDS, LONDON REVIEW OF BOOKS Description All the key findings of the public inquiry into the handling of the 2003 Iraq war by Tony Blair's government in a 60,000-word book. Chaired by Sir John Chilcot, the Iraq Inquiry (known as the 'Chilcot Report') tackled: Saddam Hussein's threat to Britain the legal advice for the invasion intelligence about weapons of mass destruction and planning for a post-conflict Iraq. The behaviour of the GCHQ whistleblower Katharine Gun and the controversy over whether Iraq had weapons of mass destruction was the subject of the film Official Secrets. Contents Introduction Pre-conflict strategy and planning The UK decision to support US military action. UK policy before 9/11; The impact of 9/11; Decision to take the UN route; Negotiation of resolution 1441; The prospect of military action; The gap between the Permanent Members of the Security Council widens; The end of the UN route Why Iraq? Why now? Was Iraq a serious or imminent threat?; The predicted increase in the threat to the UK as a result of military action in Iraq The UK’s relationship with the US Decision-making. Collective responsibility Advice on the legal basis for military action. The timing of Lord Goldsmith’s advice on the interpretation of resolution 1441; Goldsmith’s advice of 7 March 2003; Goldsmith’s arrival at a “better view”; The exchange of letters on 14 and 15 March 2003; Goldsmith’s Written Answer of 17 March 2003 Weapons of mass destruction. Iraq WMD assessments, pre-July 2002; Iraq WMD assessments, July to September 2002; Iraq WMD assessments, October 2002 to March 2003; The search for WMD Planning for a post-Saddam Hussein Iraq. The failure to plan or prepare for known risks; The planning process and decision-making Occupation. Looting in Basra; Looting in Baghdad; UK influence on post-invasion strategy: resolution 1483; UK influence on the Coalition Provisional Authority; A decline in security; The turning point Transition. UK influence on US strategy post-CPA; Planning for withdrawal; The impact of Afghanistan; Iraqiisation Preparation for withdrawal. A major divergence in strategy; A possible civil war; Force Level Review; The beginning of the end Did the UK achieve its objectives in Iraq? Key Findings 1. Development of UK strategy and options, 9/11 to early January 2002; Development of UK strategy and options, January to April 2002 – “axis of evil” to Crawford; Development of UK strategy and options, April to July 2002 Key Findings 2. Development of UK strategy and options, November 2002 to January 2003; Development of UK strategy and options, 1 February to 7 March 2003; Iraq WMD assessments, pre-July 2002; Iraq WMD assessments, July to September 2002; Iraq WMD assessments, October 2002 to March 2003; WMD search Key Findings 3. Advice on the legal basis for military action, November 2002 to March 2003; Development of the military options for an invasion of Iraq; Military planning for the invasion, January to March 2003; Military equipment (pre-conflict); Planning for a post-Saddam Hussein Iraq; Invasion Key Findings 4. The post-conflict period; Reconstruction; De-Ba’athification; Security Sector Reform; Resources; Military equipment (post-conflict); Civilian personnel; Service Personnel; Civilian casualties Lessons. The decision to go to war; Weapons of mass destruction; The invasion of Iraq; The post-conflict period; Reconstruction; De-Ba’athification; Security Sector Reform; Resources; Military equipment (post-conflict); Civilian personnel

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