Using examples from a wide variety of conflicts, Lawrence Freedman shows that successful military command depends on the ability not only to use armed forces effectively but also to understand the political context in which they are operating. Command in war is about forging effective strategies and implementing them, making sure that orders are appropriate, well-communicated, and then obeyed. But it is also an intensely political process. This is largely because how wars are fought depends to a large extent on how their aims are set. It is also because commanders in one realm must possess the ability to work with other command structures, including those of other branches of the armed forces and allies. In Command, Lawrence Freedman explores the importance of political as well as operational considerations in command with a series of eleven vivid case studies, all taken from the period after 1945. Over this period, the risks of nuclear escalation led to a shift away from great power confrontations and towards civil wars, and advances in communication technologies made it easier for higher-level commanders to direct their subordinates. Freedman covers defeats as well as victories. Pakistani generals tried to avoid surrender as they were losing the eastern part of their country to India in 1971. Iraq's Saddam Hussein turned his defeats into triumphant narratives of victory. Osama bin Laden escaped the Americans in Afghanistan in 2001. The UK struggled as a junior partner to the US in Iraq after 2003. We come across insubordinate generals, such as Israel's Arik Sharon, and those in the French army in Algeria, so frustrated with their political leadership that they twice tried to change it. At the other end of the scale, Che Guevara in Congo in 1966 and Igor Girkin in Ukraine in 2014 both tried to spark local wars to suit their grandiose objectives. Freedman ends the book with a meditation on the future of command in a world that is becoming increasingly reliant on technologies like artificial intelligence. A wide-ranging and insightful history of the changing nature of command in the postwar era, this will stand as a definitive account of a foundational concept in both military affairs and politics.

With the end of the Cold War came not the end of history, but the end of America's sense of its strategic purpose in the world. Then, after a decade of drift, the US was violently dragged back into international conflict. Its armed forces responded magnificently but its leaders' objectives were substantially flawed. We fought the wrong war—twice—for reasons that were opaque, and few American citizens understood the cause for which their sons and daughters were fighting and dying. War is a poor substitute for strategic vision, and decisions made in the heat of imminent conflict are often limited by the emotions of the moment. In Don't Wait for the Next War , Wesley K. Clark, a retired four-star general of the US army and former Democratic candidate for president, presents a compelling argument for continued American global leadership and the basis on which it can succeed—a new American strategy. America needs both new power and deeper perspective. The platform for American leadership is to use America's energy resources to spark sustainable economic growth, building new strength to deal with pressing domestic issues like the deficit as well as the longer term challenges to US security—terrorism, cyber threats, the next financial crisis, China's rising power, and climate change. Such a strategy is not only achievable but essential, and it is urgently needed. This is the true test of American leadership for the next two decades, but it must start now, so America has the power and vision to deal with the acute crises that will inevitably come—in the Mideast, Europe, or Asia.