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If the M.W.S.D. was sometimes accused of adopting an academic attitude towards the results of the “acid test” of battle, it may as truly be said of the Fighting Side that they often underrated the difficulties and problems of manufacture and failed to appreciate how often quality could only be obtained by a disproportionate sacrifice of quantity.
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About the end of December 1916, when the dual control of Tank affairs had been working for nearly three months, it became obvious that the system was not one that would easily stand the strain of active operations. The Tank Corps had outgrown it, and the shoe would soon begin to pinch. General Elles thus summarised the position in his report of December 31:
“In France. The fighting organisation is under a junior officer who faute de mieux has become responsible for initiating all important questions of policy, design, organisation and personnel through G.H.Q., France, and thence through five different branches at the War Office.
“In England. Administrative and training organisation are under a senior officer, located 130 miles from the War Office, with a junior Staff Officer (Staff-Captain) in London to deal with the five branches above mentioned.