But their "principal to principal" model will only be as effective as the political strength of each leader back home.
Damien Ma
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To prevent losing control of Afghanistan, the International Coalition must shift resources to reverse the Taliban’s progress in the North, while reinforcing the Kabul region.
WASHINGTON, June 30—The Taliban’s clear strategy and increasingly coherent organization have put the International Coalition on the defensive, marginalized the local Afghan government, and given the Taliban control of southern and eastern Afghanistan. Rather than concentrating limited troops in the South and East, where the Taliban are firmly entrenched, the International Coalition should prioritize regions where the Taliban are still weak but making alarming progress: in the North and around Kabul, according to a new report from the Carnegie Endowment.
Far from a loose assortment of local groups, the Taliban are nationally organized, with coherent leadership and a sophisticated propaganda operation. The Coalition, on the other hand, lacks clear direction, largely due to its underestimation of the Taliban. Following a month-long trip through Afghanistan, Gilles Dorronsoro assesses the insurgency and proposes a strategy for the coalition based on a comprehensive understanding of the Taliban’s capabilities and goals.
Key points:
Dorronsoro concludes:
“The Taliban have a strategy and a coherent organization to implement it, and they have been successful so far. They have achieved most of their objectives in the South and East and are making inroads in the North. They are unlikely to change their strategy in the face of the U.S. troop surge. Rather than concentrating forces to challenge the International Coalition, the Taliban could decide to exert more pressure on Kabul, Ghazni, and Kandahar, which they have infiltrated. The insurgency does have weaknesses, though. If the Coalition reinforced the Afghan police and military in the North, the insurgents could be stopped relatively easily.”
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NOTES
Carnegie does not take institutional positions on public policy issues; the views represented herein are those of the author(s) and do not necessarily reflect the views of Carnegie, its staff, or its trustees.
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