Written by a retired British Army Major General, eveals how the highest levels of the British military focused on making plans work rather than questioning whether such goals made military senseFrom 2001, Britain supported the United States in wars in Iraq and Afghanistan. Victory in such conflicts is always hard to gauge and domestic political backing for them was never robust. For this, the governments of Tony Blair and Gordon Brown were held responsible, and paid the price, but the role played by the High Command in the Ministry of Defence also bears examination. Critics have noted that the armed services were riven by internal rivalry and their leadership was dysfunctional, but the truth is more complicated.In his book, General Elliott explores the circumstances that led to these wars and how the Ministry of Defence coped with the challenges presented. He reveals how the Service Chiefs were set at odds by the system, almost as rivals in the making, with responsibility diffuse and authority ambiguous. The MoD concentrated on making things work, rather than questioning whether what they were being asked to do was practicable. Often the opinion of a junior tactical commander led the entire strategy of the MoD, not the other way around, as it should have been. While Britain's senior officers, defense ministers and civil servants were undeniably competent and well intentioned, the conundrum remains why success on the battlefield proved so elusive.1. Prologue2. A Case to Answer?3. Jumping to the ConclusionDeciphering the CodeArmed Forces are DifferentSome Wars are DifferentWarfare in a State of EvolutionSolders Will Die and They Will Cause Death4. Inside the Ministry of DefenceA Walk through the MoDSeeing One of the ChiefsThe Motivations of the ActorsOther Influences5. The Tribes and The SystemDefence PoliticiansCivil Servants in the MoDThe First and Second Permanent SecretariesThe Military in the MoDDifferent World ViewsThe Royal NavyThe Royal Air ForceThe British lc