U.S. Secretary of Defense Mark T. Esper visited RAND's Santa Monica headquarters on September 16, 2020. Secretary Esper emphasized the importance of deterring China and the role of the U.S. defense industrial base.
In this tabletop military strategy game, players represent the United States, its allies, and its key competitors. They must use “hedging” strategies and decide how to best manage their resources and forces.
This instructor guide provides content for leading Hazing Prevention and Response: Training for Military Leaders, an adaptable, interactive class to aid hazing prevention and response, describing policies and strategies in support of such efforts.
Social media analysis could provide a window into the perspectives and communications of adversaries and other key audiences. If DoD seeks to expand its capability in this area, it must navigate U.S. law, cultural norms, and other issues.
Concerned about U.S. Department of Defense contracts for private-sector services, Congress mandated development of an inventory of contract activities. RAND conducted a review of the system, stakeholder needs, and alternative data sources.
More than 100,000 personnel in the Army National Guard and the U.S. Army Reserve have some degree of cyber competence, including thousands with deep or mid-level expertise. They could help defend the cyber terrain on which America's national security, prosperity, and democracy depend.
Why should America spend taxpayer dollars on foreign peacekeepers when it could use the money to increase the capabilities of its own military? It turns out that U.N. peacekeepers are an incredibly good deal when compared to U.S. forces.
This report examines Department of Defense acquisition data and the information systems where it resides and offers insights into improving the management, availability, and usefulness of this information.
This report presents a realistic but fictional scenario as context for how assessment planning for inform, influence, and persuade efforts should work in practice, demonstrating core principles and best practices for developing effective assessments.
To regain military superiority the Pentagon has suggested a strategy that focuses on emerging technologies and deterrence. But it will need more than new technologies to deter and respond to aggression; it should also take into account grand strategy and acquisition considerations and keep countering Russia and China a top priority.
Strategies fail because leaders are unwilling to make difficult decisions — to focus on one threat as opposed to another, prioritize resources, and then explain their decisions publicly — at the risk of being wrong. Can the new U.S. administration succeed in fixing the strategy process?
Taxpayer dollars have been used for decades to maintain bases that should have been realigned or closed. If policymakers would like more efficient use of defense dollars, they might consider allowing new rounds of Base Realignment and Closure.
President Trump has proposed an increase of $54 billion in defense spending, about 10 percent more than the current budget. But what is the national security strategy that supports this reallocation of resources? A comprehensive discussion of threats to U.S. interests and strategies to address them is in order.
Secretary of Defense James Mattis will need to lay the intellectual groundwork to fulfill President Trump's promise of “a great rebuilding” of the United States military. History suggests that how the strategies are developed may be as important to their success as what they say.
The DoD acquisition system is complex and ever-changing. It requires a trained and active workforce that has the support of Congress. Allowing some of the reforms to take place in a measured fashion would be a wise choice for the new administration and Congress.
The Leahy laws prohibit U.S. assistance to foreign security forces that have committed gross violations of human rights. This report analyzes the vetting process that helps the Department of Defense implement these laws and recommends improvements.
To help put the United States back on a path toward fielding forces that can defeat any adversary, the DoD needs money and insight. The latter can help inform decisionmaking. The former would let the DoD develop, acquire, and field new systems and postures.
This executive summary presents the key findings of the fiscal year (FY) 2016 assessment of the Civilian Acquisition Workforce Personnel Demonstration Project mandated in the National Defense Authorization Act of FY 2011.
This report evaluates the capabilities, challenges, and future options for the Maui High Performance Computing Center, providing important context about the center as decisionmakers work toward resolving its budget gap.
This report makes recommendations for the Office of the Secretary of Defense to better understand the relationships among six problematic behaviors and its oversight and coordination of programs to address those behaviors.