Study of Agility

8/2/2019 Study of Agility

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A Case Study in Agility:A Case Study in Agility:

HeinzHeinz GuderiansGuderians SpearheadSpearheadAdvance into France, 1940Advance into France, 1940

88thth ICCRTS 17ICCRTS 17--19 June, 200319 June, 2003

Presented byPresented bySteven M. Beres and Eric J. CochraneSteven M. Beres and Eric J. Cochrane

Evidence Based Research, Inc.Evidence Based Research, Inc.

[email protected]@ebrinc.com

[email protected]@ebrinc.com

703703--893893--68006800


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2

AgendaAgenda

IntroductionIntroduction

Agility OverviewAgility Overview NCW Conceptual FrameworkNCW Conceptual Framework

ApproachApproach

Case Study BackgroundCase Study Background GuderiansGuderiansAdvance into FranceAdvance into France

Examples of C2 Agility Using Guderian and the XIXExamples of C2 Agility Using Guderian and the XIX

Panzer CorpsPanzer Corps Whats Next?Whats Next?

ReferencesReferences


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3

IntroductionIntroduction

SecretarySecretaryRumsfeldRumsfeld::

Preparing for the future will require us to thinkPreparing for the future will require us to thinkdifferently and develop the kinds of forces anddifferently and develop the kinds of forces and

capabilities that can adapt quickly to newcapabilities that can adapt quickly to newchallenges and to unexpected circumstanceschallenges and to unexpected circumstances[1][1]

[1] Cable News Network. [1] Cable News Network. RumsfeldRumsfeld Presses for More Agile Military. January 31 2002.Presses for More Agile Military. January 31 2002.

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Agility of C2 ProcessAgility of C2 Process

Definition: quick and graceful in movement; nimbleDefinition: quick and graceful in movement; nimble

In a military context: the ability to be effective inIn a military context: the ability to be effective inchanging, nonlinear, uncertain, and unpredictablechanging, nonlinear, uncertain, and unpredictable

environmentsenvironments

Agility is a property of both force elements and C2Agility is a property of both force elements and C2

processesprocesses

Force elements cannot be effective without agile C2Force elements cannot be effective without agile C2 C2 processes cannot be effective without an agile forceC2 processes cannot be effective without an agile force

Agility always assumes effectivenessAgility always assumes effectiveness
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Agility: Attributes and DefinitionsAgility: Attributes and Definitions

Robustness:Robustness:

the ability to maintain effectiveness across a range ofthe ability to maintain effectiveness across a range oftasks, situations, and conditionstasks, situations, and conditions

Resilience:Resilience:

the ability to recover from or adjust to misfortune orthe ability to recover from or adjust to misfortune ordamagedamage

the ability to degrade gracefully under attack or as athe ability to degrade gracefully under attack or as a

result of partial failureresult of partial failure Responsiveness:Responsiveness:

ability to react to a change in the environment in aability to react to a change in the environment in a

timely mannertimely manner
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Agility: Attributes and DefinitionsAgility: Attributes and Definitions

Flexibility:Flexibility:

the ability to identify multiple ways to succeedthe ability to identify multiple ways to succeed the capacity to move seamlessly between themthe capacity to move seamlessly between them

InnovationInnovation

the ability to do new thingsthe ability to do new things

the ability to do old things in new waysthe ability to do old things in new ways

AdaptivenessAdaptiveness:: the ability to change the work processthe ability to change the work process

the ability to change the organizationthe ability to change the organization
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Degree of Decision/ Synchronization

Degree of Shared Information

Quality of OrganicInformation

Quality

of

Inter-actions

C2Agilit

y

Forc

gilit

y

Physical Domain

Social Domain

Information Domain

Cognitive Domain

Degree of Shared Sensemaking

Shared Awareness

Collaborative Decisions

Shared Understanding

Quality of Individual Sensemaking

Degree of Effectiveness

Degree of Information Share-ability

Quality of Networking

Force

NCW Conceptual FrameworkNCW Conceptual FrameworkInformation

Sources

Value Added

Services C2 Effectors

Degree of Networking Net Readiness of Nodes

Quality of Individual Information

Individual Awareness

Individual Understanding

Individual Decisions

Degree of Actions/ Entities Synchronized

eA
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ApproachApproach

Case Study MethodologyCase Study Methodology

Based on work of Dr. Robert Yin on case study designBased on work of Dr. Robert Yin on case study designand methodsand methods Definition/ProblemDefinition/Problem

Design of case studyDesign of case study Data collectionData collection

Data analysisData analysis

ReportingReporting Important to keep a case study in the context of whenImportant to keep a case study in the context of when

it occurredit occurred
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WhyWhy GuderianGuderian??

Revolution in military affairsRevolution in military affairs

First major use of maneuver warfareFirst major use of maneuver warfare Parallels transformationParallels transformation

Abundance of dataAbundance of data

Primary and secondary sourcesPrimary and secondary sources Previous studiesPrevious studies

New material released (communications, daily logs, afterNew material released (communications, daily logs, after

action reports)action reports) Many different representations of Agility throughoutMany different representations of Agility throughout

the operationthe operation
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Case Study BackgroundCase Study Background

The War Started in 1939The War Started in 1939

The Advance into France was not a surpriseThe Advance into France was not a surprise The Blitzkrieg tactics were seen beforeThe Blitzkrieg tactics were seen before

Guderian is seen as the father of the BlitzkriegGuderian is seen as the father of the Blitzkrieg

Tank exercises were conducted since the early 1920sTank exercises were conducted since the early 1920s

Strategy was old, the tactics were newStrategy was old, the tactics were new
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Agility: RobustnessAgility: Robustness

RobustnessRobustness

the ability to maintain effectiveness across a range ofthe ability to maintain effectiveness across a range oftasks, situations, and conditionstasks, situations, and conditions

Example using Guderian and XIX CorpsExample using Guderian and XIX Corps

XIX Corps wasXIX Corps was robustrobust in the fact they were able toin the fact they were able to

achieve their goals while advancing through theachieve their goals while advancing through the

difficult, and uncertain terrain in the Ardennes,difficult, and uncertain terrain in the Ardennes,during the river crossing, and effective maneuverduring the river crossing, and effective maneuver

after crossing.after crossing.


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Agility: ResilienceAgility: Resilience

ResilienceResilience

the ability to recover from or adjust to misfortune orthe ability to recover from or adjust to misfortune ordamagedamage

the ability to degrade gracefully under attack or as athe ability to degrade gracefully under attack or as aresult of partial failureresult of partial failure

Example using Guderian and the XIX CorpsExample using Guderian and the XIX CorpsThey wereThey were resilientresilient by being able to bounce backby being able to bounce back

after the 2nd panzer was delayed then moved to aafter the 2nd panzer was delayed then moved to asupporting role of the 10th armored.supporting role of the 10th armored.
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Agility: ResponsivenessAgility: Responsiveness

ResponsivenessResponsiveness

ability to react to a change in the environment in aability to react to a change in the environment in atimely mannertimely manner

Example using Guderian and the XIX CorpsExample using Guderian and the XIX Corps

They wereThey were responsiveresponsive by rapidly reacting to aby rapidly reacting to a

developing threatening situation on the southerndeveloping threatening situation on the southern

flank.flank.
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Agility: FlexibilityAgility: Flexibility

FlexibilityFlexibility

the ability to identify multiple ways to succeedthe ability to identify multiple ways to succeed the capacity to move seamlessly between themthe capacity to move seamlessly between them


They wereThey were flexibleflexible by identifying five differentby identifying five differentlocations for river crossings, were able to exploitlocations for river crossings, were able to exploitthree, and able to adjust accordingly on the oppositethree, and able to adjust accordingly on the oppositebank.bank.


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Agility: InnovationAgility: Innovation

InnovationInnovation

the ability to do new thingsthe ability to do new things the ability to do old things in new waysthe ability to do old things in new ways


Using armor at the forefront supported by infantryUsing armor at the forefront supported by infantrywaswas innovativeinnovative
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Agility:Agility:AdaptivenessAdaptiveness

AdaptivenessAdaptiveness

the ability to change the work processthe ability to change the work process the ability to change the organizationthe ability to change the organization


During the crossing, they wereDuring the crossing, they were adaptiveadaptive by movingby movingthe Panzers to a supporting role, and then as theythe Panzers to a supporting role, and then as theycrossed, immediately back to the primary role thecrossed, immediately back to the primary role theGerman doctrine supported.German doctrine supported.
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Whats Next?Whats Next?

We need to recognize and measure AgilityWe need to recognize and measure Agility

Quantitative and qualitative metricsQuantitative and qualitative metrics Establish a baseline for further researchEstablish a baseline for further research

Continue exploration of attributes of AgilityContinue exploration of attributes of Agility
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ReferencesReferences

Alberts David S. and Richard E. Hayes.Alberts David S. and Richard E. Hayes. Power to the Edge: CommandControland thePower to the Edge: CommandControland the

Information AgeInformation Age. CCRP Publication Series. Washington DC.. CCRP Publication Series. Washington DC.

Builder, Carol H., Steven C.Builder, Carol H., Steven C. BankesBankes, and Richard, and Richard NordinNordin.. Command Concepts: A TheoryCommand Concepts: A TheoryDerived from the Practice of Command and ControlDerived from the Practice of Command and ControlRAND.RAND.

[1] Cable News Network. [1] Cable News Network. RumsfeldRumsfeld Presses for MorePresses for More

Agile Military. January 31 2002.Agile Military. January 31 2002.

http://www.cnn.com/2002/US/01/31/rumsfeld.speech/?relatedhttp://www.cnn.com/2002/US/01/31/rumsfeld.speech/?related Guderian, Heinz. Constantine Fitzgibbon (trans.)Guderian, Heinz. Constantine Fitzgibbon (trans.) Panzer Leader.Panzer Leader. DaDa Capo Press: NewCapo Press: New

York.York.

Network Centric Warfare Conceptual FrameworkNetwork Centric Warfare Conceptual Framework. Network Centric Warfare and Network. Network Centric Warfare and Network

Enabled Capabilities Workshop: Overview of Major Findings. Dec 1Enabled Capabilities Workshop: Overview of Major Findings. Dec 177--19, 2002.19, 2002.OSD(C3I) in conjunction with RAND and EBR, Inc.OSD(C3I) in conjunction with RAND and EBR, Inc.

MackseyMacksey, Kenneth., Kenneth. Guderian: Creator of the BlitzkriegGuderian: Creator of the BlitzkriegStein and Day, New York.Stein and Day, New York.

Margolis, EricMargolis, Eric How to Fight and Win a WarHow to Fight and Win a War

((http://http://www.foreigncorrespondent.com/archive/sedan.htmlwww.foreigncorrespondent.com/archive/sedan.html)) ShimpShimp, Chris., Chris. France 1940France 1940 ((http://www.sandiego.edu/~cshimp/france_1940.htmhttp://www.sandiego.edu/~cshimp/france_1940.htm))
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Study of Agility