In the introduction to "The Spoils of War," an extraordinary new book by Andrew Cockburn, he makes a straightforward assertion about the U.S. military. "War-fighting efficiency has a low priority," he writes, "by comparison with considerations of personal and internal bureaucracies. ... The military are generally not interested in war, save as a means to budget enhancement." Cockburn suggests that the Pentagon and the corporations that feed off it have generated the largest and most byzantine bureaucracy in human history, filled with innumerable fiefdoms far more focused on besting their internal rivals than outside enemies. Today's generals ... while their days away plotting how to join the board of General Dynamics six hours after their retirement party. They spend 98 percent of their time jockeying for wealth and power within the organization, and at most a residual 2 percent attempting to do what the organization purportedly exists to accomplish. "People say the Pentagon does not have a strategy," he quotes a former Air Force colonel as saying. "They are wrong. The Pentagon does have a strategy. It is: 'Don't interrupt the money flow.'" If you're still not convinced, the proof of this unpalatable pudding is in the eating. Consider America's just-concluded 20-year war in Afghanistan. As the Taliban took over the country in days, it might have seemed that the whole thing was a colossal failure. But if you check your portfolio of defense contractor stocks ... you'll see that, in fact, it was an incredible success.