I’m testifying today before the House Armed Services Committee about Al Qaeda and U.S. policy. My complete testimony follows.
Chairman Skelton, and members of the Committee, thank you for the opportunity to testify about Al Qaeda’s evolving strengths and weaknesses and what implications they might hold for American policy.
Al Qaeda’s elasticity and adaptability have long challenged those who seek to define, analyze, contain or defeat the group. Analytically, the first problem is one of taxonomy. Some of the politicized debate about counterterrorism policy in the United States can be traced to persistent confusion about what Al Qaeda actually is, and therefore, what character of threat it presents at a given time. On one end of this foggy spectrum have been a series of maximalist arguments that sometimes equate the Al Qaeda threat with the existential nuclear threats of the Cold War and argue for recognition of a forthcoming, multi-decade conflict between religious civilizations. On the other end of the spectrum are arguments holding that Al Qaeda’s dangers have been vastly overstated and that the best way to contain its potential may simply be to ignore its leadership and propaganda until they both whither away. Embedded in these unresolved arguments is an additional confusion about whether Al Qaeda is best understood as a centralized organization; a network of like-minded organizations; or merely an Internet-enabled ideology.
An accurate assessment of Al Qaeda must begin with the recognition that it has become several things at once: An organization, a network, a movement or ideology, and a global brand. Its strengths and weakness across these distinct characteristics vary.
First, although not necessarily foremost, Al Qaeda is a specific organization with a specific history, now more than twenty-one years old, one that has involved the same two leaders—its amir, Osama Bin Laden, and its deputy amir, Ayman Al-Zawahiri—serving without interruption. The notes and principles from its founding meetings in the summer of 1988 are part of the public record. Al Qaeda the organization has never been tested by a succession crisis because its two foundational leaders have remained at large for so long. Its use of leadership or management committees with policy and functional responsibilities such as military operations, finance and media has also been continuous.
Long before 9/11, however, Al Qaeda also deliberately aspired to act as a vanguard and inspirational resource for like-minded violent jihadi organizations across the Islamic world. First in Khartoum, more informally, and later in Afghanistan, more formally, Al Qaeda’s leaders attempted to construct common goals and methodologies for like-minded groups from Southeast Asia to North Africa. The fortunes and connectivity of this intentionally constructed network have continually changed as the fortunes of particular groups have risen or fallen, and as Al Qaeda’s ability to operate across international borders grew more constrained after 9/11.