Defense Transformation and the 2005 Quadrennial Defense Review

Bibliographic Data

ID20140085
AuthorsRyan Henry (0000-0002-1142-4349, corresponding author)
Year2005
Volume35
Issue4
Publication date2005-11-01
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueThe US Army War College Quarterly Parameters (JOURNAL)
Journal identifiersISSN: 0031-1723 • E-ISSN: 0031-1723
PublisherUnited States Army War College Press (PUBLISHER)
DOI10.55540/0031-1723.2277
OpenAlexW2993573523
LanguageEN
Citations received6

At the end of the Cold War, America entered a new and unfamiliar global security environment. As the Department of Defense began to alter strategies and plans, it quickly became apparent that changes might have to be made across the defense establishment. This led in 1993 to the Bottom-Up Review, and, starting in 1997, to the Quadrennial Defense Review (QDR) process. As the Department of Defense enters its third QDR this year, it is important to understand how central the QDR has become to the work of the department and how different this QDR is, compared to its predecessors. With a yearly budget in excess of $400 billion, the Department of Defense is perhaps the largest single bureaucracy in the world. Sheer size, as well as vested interests and old ways of thinking, tend to give large bureaucracies an inertial resistance to change. One of the tasks in the department this year is to ensure that the QDR can instead be an engine of continued transformation. The need to transform the U.S. military has elevated the role of the QDR from a tool of periodic refinement to a fulcrum of transition to a post-9/11 world. This article will explore what the QDR has become, how it is being processed, and what the Defense Department hopes it will achieve

Computer security · Criminology · Political science · Transformation (genetics) · Computer Science · Defense, Military, and Policy Studies · Law · Psychology

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