Secretary of Defense Robert M. Gates’ Speech, September 29, 2008

Secretary of Defense Robert M. Gates addresses the audience during a visit to the National Defense University, Fort McNair, Washington, D.C., on Sept. 29, 2008. DoD photo by Cherie Cullen.

The U.S. military’s ability to kick down the door must be matched by our ability to clean up the mess and even rebuild the house afterward.

National Defense University (Washington, D.C.)

As Delivered by Secretary of Defense Robert M. Gates, Washington, D.C., Monday, September 29, 2008

Thank you Colonel Noto. I appreciate this opportunity to address this class at National Defense University. I congratulate you all for being selected for the courses you are in, and thank you for your career of service to our country.

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This morning, I’d like to discuss some of the ideas and analysis, as well as points of contention, behind the National Defense Strategy – and then offer my perspective on its institutional implications. In effect, what this means for the current and future American way of war. This is going to take a little time and I hope you’ll bear with me. Just be thankful it’s not an after-dinner speech. I also confess that I’m fighting a cold and should I literally choke up in the middle of this thing I have an able understudy who will come up and finish this thing while I sit there and grade his performance.


The defining principle driving our strategy is balance. I note at the outset that balance is not the same as treating all challenges as having equal priority. We cannot expect to eliminate risk through higher defense budgets, to, in effect “do everything, buy everything.”

Resources are scarce – and yes, it is a sign I’ve already been at the Pentagon for too long to say that with a straight face when talking about a half trillion dollar base budget. Nonetheless, we still must set priorities and consider inescapable tradeoffs and opportunity costs.

So, this morning, I want to discuss the span of threats our country faces, assess the military capabilities we need, and then offer some thoughts on the shifts required for the U.S. defense establishment – in priorities, procurement, and institutional culture – as we assess and balance future risk. Lest there be any doubt, this is a speech about hard power.

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