Awarded NASOH's 2012 "John Lyman Book Award for Best U.S. Naval History," Allied Master Strategists describes the unique and vital contribution to Allied victory in World War II made by the Combined Chiefs of Staff. Based on a combination of primary and secondary source material, this book proves that the Combined Chiefs of Staff organization was the glue holding the British-American wartime alliance together. As such, the Combined Chiefs of Staff was probably the most important international organization of the Twentieth Century. Readers will get a good view of the personalities of the principals, such as Field Marshal Sir Alan Brooke and Fleet Admiral Ernest J. King. The book provides insight into the relationships between the Combined Chiefs of Staff and Allied theater commanders, the role of the Combined Chiefs regarding economic mobilization, and the bitter inter-Allied strategic debates in regard to OVERLORD and the war in the Pacific. This book is a must-read for anyone interested in the British American alliance in World War II. Careful attention is paid in the book to the three organizations that contributed the principal membership of the Combined Chiefs of Staff; i.e., the U.S. Joint Chiefs of Staff, the British Chiefs of Staff Committee, and (in the case of Sir John Dill) the British Joint Staff Mission in Washington. After providing a biographical background of the principal member so the Combined Chiefs of Staff, Rigby provides information on wartime Washington, D.C. as the home base for the Combined Chiefs of Staff organization. Detailed information is given regarding the Casablanca Conference, but the author is careful to distinguish between the formal nature of the big Allied wartime summit meetings and the much less formal day-to-day give and take which characterized British-American strategic debates between the British Joint Staff Mission in Washington and the U.S. Joint Chiefs of Staff. Indeed, it is a major contention of the book that it is critical to remember that more than half of the meetings of the Combined Chiefs of Staff took place in Washington, D.C. in a regularly scheduled weekly pattern and not at the big Allied conferences such as Yalta. The role of the Combined Chiefs of Staff in directing the war in the Pacific and in planning the OVERLORD cross-channel invasion of western Europe, respectively, is covered in detail. These were the two most contentious issues with which the Combined Chiefs of Staff had to deal. Rigby attempts to answer the question of why two combative, fearless, warriors like Churchill and Brooke would be so unwilling to go back across the Channel, and to explain the tug-of-war the British Chiefs of Staff had to conduct with Churchill before a British battle fleet could join the American Central Pacific Drive late in the war. The book also provides a wealth of information on the role played by members of the Combined Chiefs of Staff in the spheres of economic mobilization and wartime diplomacy. Most of all, what Allied Master Strategists does is to give the Combined Chiefs of Staff what they have long deserved—a book of their own; a book that is not weighted towards the U.S. Joint Chiefs on the one hand or the British Chiefs of Staff on the other; a book that is not strictly a “naval” book, an “army” book, or an “air” book, but a book that like the western alliance during World War II, is truly “combined” in an international as well as an interservice manner.

During World War II the uniformed heads of the U.S. armed services assumed a pivotal and unprecedented role in the formulation of the nation's foreign policies. Organized soon after Pearl Harbor as the Joint Chiefs of Staff, these individuals were officially responsible only for the nation's military forces. During the war their functions came to encompass a host of foreign policy concerns, however, and so powerful did the military voice become on those issues that only the president exercised a more decisive role in their outcome. Drawing on sources that include the unpublished records of the Joint Chiefs as well as the War, Navy, and State Departments, Mark Stoler analyzes the wartime rise of military influence in U.S. foreign policy. He focuses on the evolution of and debates over U.S. and Allied global strategy. In the process, he examines military fears regarding America's major allies--Great Britain and the Soviet Union--and how those fears affected President Franklin D. Roosevelt's policies, interservice and civil-military relations, military-academic relations, and postwar national security policy as well as wartime strategy.

Albert Kesselring was arguably the most able and versatile General Staff officer of his generation. In the Second World War he proved himself a master of envelopment by air and land, and of prolonged defensive warfare. He also displayed great diplomatic skill, enforcing close collaboration between air and land forces when the prevailing mood was for their independence, being more successful than most in persuading Hitler to follow his suggestions, and dealing with volatile Italian allies and antagonism from Rommel during his command in the Mediterranean. Kenneth Macksey's authoritative biography is based on a wide range of sources, including German records, evidence from Kesselring's colleagues, friends and enemies, and Kesselring's writings for the American Historical Division while imprisoned after the Second World War. They give a clear and compelling picture of Kesselring as a master strategist, brilliant commander and vital figure in the German military machine.

This joint WWII biography of Roosevelt, Churchill, Marshall, and Brooke “is a triumph of vivid description, telling anecdotes, and informed analysis” (The New York Review of Books). Masters and Commanders explores the degree to which the course of the Second World War turned on the relationships and temperaments of four of the strongest personalities of the twentieth century: political masters Winston Churchill and Franklin D. Roosevelt and the commanders of their armed forces, General Sir Alan Brooke and General George C. Marshall. Each was exceptionally tough-willed and strong-minded, and each was certain that only he knew best how to win the war. Andrew Roberts, “Britain's finest contemporary military historian” (The Economist), traces the mutual suspicion and admiration, the rebuffs and the charm, the often-explosive disagreements and wary reconciliations, and he helps us to appreciate the motives and imperatives of these key leaders as they worked tirelessly in the monumental struggle to destroy Nazism.

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.

Since it was first published in 1982, High Command had become the standard reference for anyone interested in Australia’s participation in the Second World War, this edition was originally published in 1992. The 50th anniversary of battles such as Singapore, Coral Sea and Kokoda in 1942 re-awakened interest in these milestones in Australia’s struggle for independence. Despite the well-known exploits of Australian servicemen in a score of famous battles, Australia’s contribution to the war was ultimately determined by the strategic policy-makers in Canberra, Washington and London. How competent were our politicians, military leaders and advisers in formulating our own war strategy? How much did the performance of Australian troops on the battlefield affect our ability to influence allied strategy? The author describes the clash between Generals Rowell and Blamey in Greece. He reveals the impact of the secretary of the Department of Defence, Sir Frederick Shedden, on strategic policy-making. He analyses the role of intelligence, especially signals intelligence, in allied strategy. He shows how Blamey’s miscalculation in 1944 removed any chance of Australian troops joining the Americans in the Philippines. And he reveals how a British admiral challenged the authority of the Australian government. High Command presents the remarkable, full story of the political battles behind the military battles.