THE BURNED OVER DISTRICT

When Douglas MacArthur made his farewell speech to the Congress he quoted the lyrics of a song, " Old Soldier's Never Die, they just fade away". That is no longer the case. Far from retiring these days, generals and admirals have a habit of chasing monetary glory with all the zeal they had when chasing military glory. And many are doing the same work, from the business side that they were involved with on the military side. The Boston Globe takes a deep look at this mish mash of conflicting interests.

But almost as soon as he closed the door that day in 2005 his phone rang. It was an executive at Northrop Grumman, asking if he was interested in working for the manufacturer of the B-2 stealth bomber as a paid consultant. A few weeks later, Martin received another call. This time it was the Pentagon, asking him to join a top-secret Air Force panel studying the future of stealth aircraft technology.

Martin was understandably in demand, having been the general in charge of all Air Force weapons programs, including the B-2, for the previous four years.

He said yes to both offers.

In almost any other realm it would seem a clear conflict of interest — pitting his duty to the US military against the interests of his employer — not to mention a revolving-door sprint from uniformed responsibilities to private paid advocacy.

But this is the Pentagon where, a Globe review has found, such apparent conflicts are a routine fact of life at the lucrative nexus between the defense procurement system, which spends hundreds of billions of dollars a year, and the industry that feasts on those riches. And almost nothing is ever done about it.

Nice gig, eh? Providing advice on the procurement of the stuff you are trying to sell. And what else did the Globe discover?

■ Dozens of retired generals employed by defense firms maintain Pentagon advisory roles, giving them unparalleled levels of influence and access to inside information on Department of Defense procurement plans.

■ The generals are, in many cases, recruited for private sector roles well before they retire, raising questions about their independence and judgment while still in uniform. The Pentagon is aware and even supports this practice.

■ The feeder system from some commands to certain defense firms is so powerful that successive generations of commanders have been hired by the same firms or into the same field. For example, the last seven generals and admirals who worked as Department of Defense gatekeepers for international arms sales are now helping military contractors sell weapons and defense technology overseas.

■ When a general-turned-businessman arrives at the Pentagon, he is often treated with extraordinary deference — as if still in uniform — which can greatly increase his effectiveness as a rainmaker for industry. The military even has name for it — the “bobblehead effect.’’

The next logical step is to transfer the approval of general officer promotions from Congress to the corporations that have been gooming them.