Between the 1920s and the 1940s, the US Navy absorbed radar, aircraft and new fire control systems. Trent Hone, author of Learning War, explains how it learned fast enough to use them. Mark “Moose” McGrath and I asked him what that era can teach leaders facing AI, software and uncrewed systems today.
A learning system
Trent describes distributed experimentation paired with systematic assessment. Junior officers tested new approaches at sea. The organization then evaluated the results and folded the tactics that worked into doctrine. That loop let the Navy adapt while it drew on the creativity of its people.
During World War II the balance shifted toward standardization. After the war, innovation became more centralized and top-down. Trent thinks today’s Navy could recapture parts of the earlier, distributed approach.
Nimitz and Spruance
We also talk about Nimitz and Spruance. They kept several paths to victory open at once. Their close working relationship built a tacit understanding that let complex operations flow. Trent contrasts Nimitz’s cross-functional Pacific command with MacArthur’s more traditional hierarchy, and shows how structure shapes adaptability.
Why it matters now
For us, this is orientation at the scale of an organization. A shared picture, built through practice and honest assessment, lets people act without waiting for orders. Whether you lead a tech company working through AI or a unit facing new threats, Trent’s history gives you a place to start.
Where does your organization run experiments, and who decides what becomes doctrine?
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