In preparing the department for war, one would be in danger of being overwhelmed by the enormousness and the complexity of the task, unless he bore in mind continuously that _it is only when we get into details that any matter becomes complex_; and therefore that if we can get a clear idea of the whole subject, the principles that underlie it, and the major divisions into which it naturally is divided, we can then make those divisions and afterward subdivide those divisions, and later divide the subdivisions; so that the whole subject will seem to fall apart as a fowl does under the hands of a skilful carver. The divisions and subdivisions of the subject having been made, the remaining task, while onerous, will be largely a matter of copying and of filling in blank forms. As all navy departments have means regulated by law such that the actual executive work of recruiting, constructing, and supplying the necessary personnel and material shall be done by certain bureaus and offices, strategy does not need executive power, except for forcing the bureaus and offices to do the necessary work--should such forcing become necessary. Strategy being the art of being a general (_strategos_), one cannot conceive of it as bereft of executive power, since we cannot conceive of a general exercising generalship without having executive power. It is true that strategy occupies itself mainly with planning--but so does a general; and it is also true that strategy itself does not make the soldiers march, but neither does a general; it is the colonels and captains and corporals who make the soldiers march. The general plans the campaign and arranges the marches, the halts, the bivouacs, provisions, ammunition, etc., through his logistical officers, and they give the executive officers general instructions as to how to carry out the general's plans. Strategy without executive functions would be like a mind that could think, but was imprisoned in a body which was paralyzed. Of course, strategy should have executive functions for the purposes of strategy only; under the guidance of policy and to execute policy's behests. Policy is the employer, and strategy the employee. CHAPTER XI NAVAL BASES The nature of naval operations necessitates the expenditure of fuel, ammunition, and supplies; wear and tear of machinery; fatigue of personnel; and a gradual fouling of the bottoms of the ships. In case actual battles mark the operations, the expenditure of stored-up energy of all kinds is very great indeed, and includes not only damage done to personnel and material by the various agencies of destruction, but actual loss of vessels. To furnish the means of supplying and replenishing the stored-up energy required for naval operations is the office of naval bases.