|This editorial appears in the December 2, 2016 issue of Executive Intelligence Review.
Official website of S.P. Korolov, RSC Energia
When the missile program transitioned over into the space program,— when mankind first stepped out into space beginning with the Soviets’ launch of Sputnik in 1957,— the required scale and complexity required of the unified space effort, expanded beyond recognition, even when compared with the prior ballistic-missile revolution. For example, Boris Chertok, in his pioneering, first-person, four-volume history of the Soviet space program, wrote:
I dare say that Korolyov [S.P. Korolyov, the greatest leader of the Soviet program] was perhaps the first to understand that space technology required a new organization.... For Korolyov, his deputies, and close associates, this gigantic new system came about because of a broad view of space technology, by combining fundamental research, applied science, specific design, production, launches, flight, and flight control, rather than from specific spacecraft. This single-cycle setup began to operate in 1959 and 1960. The mastery of this cycle by hundreds and later by many thousands of scientists and specialists, made it possible for humankind to begin the Space Age in the 20th century.
Top engineers and designers were to be seen in deep discussions with machinists on many of the shop floors; those engineers, in turn, regularly deliberated in committees, and in more intimate settings, with the most renowned leaders of theoretical science. The horizontal integration through dozens of institutes and factories was just as intense. It is amazing that this could ever happen under the Soviets’ central-planning system,— that had required the hard school of World War II as a prerequisite,— but that is another story. But it all began to fall apart after a huge, tragic accident in 1960, and then the British Empire Thatcherite agents gutted everything that was left of Soviet science in the 1990s.
For the space program of the near future, what is needed is the Hamilton/LaRouche credit system, centered and steered by a National Bank, which is a flexible, universal system which supports all parts of this massively intricate chain of production, from top to bottom and from end to end, and which incorporates within itself what the late Charles de Gaulle called “indicative planning.” And of course, we’re not just talking about space travel here, but every color and flavor of increased human productivity.
Our most recent experience of this, is the means by which Franklin Roosevelt’s application of Hamilton’s credit system made the United States the Arsenal of Democracy for World War II, and the greatest economic power, by far, ever seen in the world. Loaning instant, low-interest money on contracts from the top to the bottom of the hierarchy of defense production, Roosevelt’s system enabled this massive structure to “turn on a dime.” To “turn on a dime” towards brand-new, just-introduced higher levels of science and technology. Just what we need now,— and what we must get through LaRouche’s Four Laws.