Secretary to the Joint Board Jarvis Butler pointed out the following in 1930: “Hence it is that all governmental organizations, especially those charged with the problems of national defense, must be guided by sound judgment and administered by master hands. . . . Herein lies the vital value of the [General] Board to the Navy and the nation.”1
A number of recent Proceedings articles have sounded warnings about the course of U.S. Navy Fleet design.2 In addition, others have taken the Navy to task intellectually, examining the basis and framework for the service’s institutional understanding of sea power and its utility.3 These are worthy efforts, but concepts, theory, and Fleet-building policy must be addressed by institutions and their subordinate organizational executors.