War Presentation

Command and Control StrategyGroup 2:Amrita ChatterjeeVarun GoyalDhruv RaoAkanksha Tegta 1

Have you ever seen a horse with two riders ?Better one bad general than two good ones Napoleon BonaparteIts a question of control

It is a question of controlA horse with no bridle is useless, but equally bad is the horse whose reins you pull at every turn, in a vain effort to control. Control comes from almost letting go, holding the reins so lightly that the horse feels no tug but senses the slightest change in tension and responds as you desire

4A horse with no bridle is useless, but equally bad is the horse whose reins you pull at every turn, in a vain effort to control. Control comes from almost letting go, holding the reins so lightly that the horse feels no tug but senses the slightest change in tension and responds as you desireAlexander controlling the horse/ avatar horse seen ~The rider and the horse should have a connect, their temper and spirit should match ~Any army is like a horse, in that it reflects the temper and the sprit of its rider. If there is an uneasiness and an uncertainty, it transmits itself through the reins, and the horse feels uneasy and uncertain. Colonel John W. Thomason JrThe Broken ChainAttack of Gallipoli; A Brief History

The French and British caught in a deadly stalemate with the Germans BangBang

BangBangThey were in a standstill fighting a Trench War

On the Eastern front Germany was badly beating the Russian, allies of French and Britain

German Army! Attention!!Cant take thisBritains military planned a new strategy - stage an attack on Gallipoli

Gallipoli A peninsula on Turkeys Dardanelles StraitWe have to help our Russian friends!Lets attack Gallipoli

Victory at Gallipoli can change the war11

March 1915, General Sir Ian Hamilton was named to lead the campaign We shall bewilder the Turkish army! Fom the beginning almost everything went wrong. It was another stalemate, Gallipoli was another disaster Bang

ATTACK

Hamilton devised a new plan - to land 20,000 men at Suvla Bay , a vulnerable target Kaboom

Lieutenant General Sir Frederick Stopford & Major General Frederick Hammersley would lead the Eleventh Division. Neither of these men was Hamiltons first choice.I am 61 year old military teacher, never led a troop in war. I am scared !

I had a nervous breakdown last year.

Hamiltons style was to tell his officers the purpose and let them decide the plan of action I have one request. Advance to Tekke Tepe hills once the beach is secured

From Tekke Tepe the allies would dominate the peninsula

The order was simple enough, but Hamilton, so as to not to offend his subordinate, expressed it in the most general terms. Most crucially, he specified no time frame

Should I reach Tekke Tepe as soon as possible or if possible? I dont get it!

Lieutenant General Sir Frederick Stopford

Major General Frederick Hammersley I am nervous about the whole campaign, Ill pass it down to my colonels let them decide

As the attack began, a lot went wrong as officers began to argue on the shore

There were no immediate attempts to capture the hill Tekke Tepe due to miscommunication.

Hamilton began to sense that something had gone very bad The path is clear, why arent the forces moving forward!!!Arrggh By the time Sir Hamilton took charge of command the enemy was able to get reinforcement forcing the allied forces to move out of Gallipoli.We lost because of groupthink & ambiguous objective. DAMN IT!!!!

Interpretation

But an excellent strategy is not enough

Hamilton had an excellent planThe attack on Suvla had strategical advantageSurprise element and tactical advantageAll contingencies were taken care ofHamilton crafted an excellent strategy He ignored the chain of command and circuit of communicationThe first link of the chain were Stopford & Hammersley both men were scared of riskHamilton failed to adapt to their weaknessVagueness on the top lead to confusion and lethargy at the bottomIf your orders are vague or halfhearted by the time they reach the field they become meaningless Let people work unsupervised and they will revert to their natural selfishness They will see in your orders what they want to see and their behavior will promote their own interestAdopt your leadership style to the weakness of the members of your group

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Didnt foresee subordinates Stopford and Hammersley Stopford was inexperienced in leading troops Hammersley didnt want to take riskThe chain of command and circuit of command was ignored Hamilton crafted an excellent strategy He ignored the chain of command and circuit of communicationThe first link of the chain were Stopford & Hammersley both men were scared of riskHamilton failed to adapt to their weaknessVagueness on the top lead to confusion and lethargy at the bottomIf your orders are vague or halfhearted by the time they reach the field they become meaningless Let people work unsupervised and they will revert to their natural selfishness They will see in your orders what they want to see and their behavior will promote their own interestAdopt your leadership style to the weakness of the members of your group

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Hamiltons style was to delegate power to subordinatesHamiltons subordinates were both unsure and nervous about taking any decision Failed to adapt to their weaknessHamilton crafted an excellent strategy He ignored the chain of command and circuit of communicationThe first link of the chain were Stopford & Hammersley both men were scared of riskHamilton failed to adapt to their weaknessVagueness on the top lead to confusion and lethargy at the bottomIf your orders are vague or halfhearted by the time they reach the field they become meaningless Let people work unsupervised and they will revert to their natural selfishness They will see in your orders what they want to see and their behavior will promote their own interestAdopt your leadership style to the weakness of the members of your group

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Hamiltons style left a gap Misinterpretation & Miscommunication led to the defeatVagueness on the top led to confusion and lethargy at the bottomHamilton crafted an excellent strategy He ignored the chain of command and circuit of communicationThe first link of the chain were Stopford & Hammersley both men were scared of riskHamilton failed to adapt to their weaknessVagueness on the top lead to confusion and lethargy at the bottomIf your orders are vague or halfhearted by the time they reach the field they become meaningless Let people work unsupervised and they will revert to their natural selfishness They will see in your orders what they want to see and their behavior will promote their own interestAdopt your leadership style to the weakness of the members of your group19Therefore, adopt your leadership style to the weakness of the members of your groupPeople will see, in orders what they want to see and their behavior will promote their own interest If people are let to work unsupervised, they will revert to their natural selfishness 20

Broken ChainDuryodhana, the prince of the kingdom had no real control over the armiesPower was divided

Example Mahabharata, Swiss air (Flyign bank), housing.com, 22Bhishma had personal bias towards the enemy which clouded his judgementsGuru Dronacharya was interested in assuring the safety of his son and his star pupil ArjunKarana had a personal vendetta against Arjun

Unity of command

The commands were only in the hands of YudhisthirEveryone else had a similar outlook Each member was skilled in warfare and strategy Yet all the major decisions were taken by YudhisthirGroupthink

People in groups are political: they say and do things that they think will help their image within the groupThey aim to please others, to promote themselves, rather than to see things dispassionately~Overestimations of the group; its power and morality~Closed-mindedness~Pressures toward uniformitySymptoms

SymptomsType I: Overestimations of the group its power and moralityIllusions of invulnerability creating excessive optimism and encouraging risk taking.Unquestioned belief in the morality of the group, causing members to ignore the consequences of their actions.Type II: Closed-mindednessRationalizing warnings that might challenge the group's assumptions.Stereotyping those who are opposed to the group as weak, evil, biased, spiteful, impotent, or stupid.Type III: Pressures toward uniformitySelf-censorship of ideas that deviate from the apparent group consensus.Illusions of unanimity among group members, silence is viewed as agreement.Direct pressure to conform placed on any member who questions the group, couched in terms of "disloyalty"Mindguards self-appointed members who shield the group from dissenting information27ExampleA small, isolated country believes that their country is a major world superpower. They may eventually begin to think as a collective whole that they are more powerful than they are. This may lead to making a fatal mistake like going to war with a larger and more powerful nation.A small country that is isolated from others and that is made up of people who want to believe that the country is a major world superpower. The country may eventually begin to think as a collective whole that they are more powerful than they are and may make a fatal mistake like going to war with a larger and more powerful nation.An isolated group of people from the same racial and ethnic background who do not know any people personally who are different from them. The group may come to distrust or even hate outsiders because they do not understand them and because they want to reinforce the moral superiority and unity of their own group.A group of people who very firmly believe in one particular limited political ideal and who only watch news that supports their ideal and who only associate with people who agree with them. The group may come to hate and distrust people who disagree with them and may come to overestimate their power and influence.A group of employees at a company with a product that is quickly becoming outdated who are unwilling to consider new alternatives to advance in the industry. The employees may collectively live in a world where they can't understand why their product is not selling and may refuse to acknowledge the economic reality that they cannot survive without advancing.

28SwissairSwissair was called the flying bank because of their financial backing, this lead to the overestimation of their power as they started controversial expansion programmes like hunters strategy. Swissair fired many of their experts during this time as they spoke against the strategies of the company this was a clear symptom of close mindedness as the head of the organisation did not hear any call of warning from the experts or the outside world they rationalized warnings that challenged their assumptions and stereotyped those who opposed their judgment and fired them as they did not perform to their standards. There was a lack of monitoring at the board as there was a pressures of uniformity which meant silence was meant as agreement any member who questioned the groups was termed as disloyal and fired and other symptoms were clearly seen just before the downfall of the airwaysSwissairWas called the flying bankThis led to the overestimation Hunter strategy of ExpansionFired many experts who opposed & questionedLack of monitoring at every level Ultimate downfallCreated a silencePressure to conform became more prominentHomogeneity, an antecedent to groupthinkGroup is invulnerable Morality of the groupEffects of GroupthinkContributed to the poor decision-making process that eventually led to Swissair's collapse~ Marks & Spencer wanted to expand globally during 1990s. The downfall occurred when there was an illusion of invulnerability as the company underestimated potential failure due to years of profitability and success. The rising cost of using British suppliers became a burden especially when rival retailers increasingly imported their goods from low-cost countries British Airways~Released globalization expansion strategies during the 90s~The illusion of invulnerability in underestimated potential failure due to years of profitability and success during challenging markets~As a result its shares fell from 740 to 300British AirwaysBritish Airways~ British Asia Airways ceased operations in 2001~ 84% drop in profits in its first quarter alone, its worst in seven years after the establishment of a budget airline, Go in 1998 ~ Ayling was removed from his position and Rod Eddington was announced as his successor~ British Airways and KLM conducted talks on a potential merger, the plan fell through in September 2000Remote Control

The US president Frank D Roosevelt knew that USA would have to join WWII in the near future and the US army needed many reforms At the stroke of the midnight hour George C. Marshall would become the new army chief of staff

I shall correct this system and come up with famous quotes

Fired Fired Fired

Marshall and Eisenhower came together few days after the Pearl Harbor

Boom The war department was hopelessly dysfunctional, with many Generals with monstrous egosMarshall began to retire the older officers in the war department and replaced them with younger men whom he had personally trained

Eisenhower soaked in the Marshall style of leadership

In July 1942 as the Americans prepared to enter the war by fighting along side the British Army in Africa, Marshall named Eisenhower as commander in the European Theater of Operation I shall make Marshall proud. Sir! Yes! Sir!

Marshall suggested Eisenhower to develop a protg

This created a chain of command of like minded peopleThe chief of staff and I think alike Protg we all need a protg to survive

Marshall didnt like excess in paperwork as well as in the men who reported to himPrecision!Precision!Precision!

One page report onlySMART MAN

Interpretation

War department was filled with old generals who had their own agendaGeorge C Marshall replaced them with younger competent members who shared his viewsStreamlined the organization: cutting out wasteHe streamlined the organization cutting out waste- in staff in irrelevant reports and in pointless meetings41Key here was selection, grooming and placement of his protg There were too many battles to be fought within the War department

He didnt try to micromanage the departmentThere were too many battles to be fought within the department that would exhaust himBy trying to micromanage the department, he would become embroiled in pretty entanglements and lose sight on the larger picture(he would come across as dull) Controlling with such a light touch that no one would realize how thoroughly he dominates the departmentKey to his strategy was selection, grooming and placement of his protg42

His indirect style of communication was highly effectiveMarshall showed dissatisfaction in a subtle way More time and attention for the larger picture than on petty detailsHis indirect style of communication amused people but it was highly effective way of asserting his authorityYou cannot supervise everything yourself: you cannot keep your eye on everything

43~Lee Lacocca, former President of Ford, took over Chrysler in 1979 ~ He obtained multi-billion dollar loans worth $ 1.4 billion from the US government to remake Chrysler~ Lacocca, then reformed management, laid off workers and negotiated with all of the key stakeholders~ Chrysler was able to become successful and profitable again in 1982, paying back the loans in just three years~ Chrysler successfully came back from bankruptcy and repaid every cent it borrowedLee Lacocca~ The automaker emerged from bankruptcy proceedings on July 10, 2009~ On December 1, 2009, Ed Whitacre became interim CEO~ Cancelled unnecessary projects that couldnt compete, streamlined processes and selling parts that were necessary~ In just 16 months following Whitacres arrival, GM launched the largest IPO in history at $23.1 billion, returning GM to a much more positive situationGeneral MotorsKeys to WarfareExample of Elizabeth 46Effective leadershipDeft and subtle touch

PM Narendra ModiUnity of CommandWarfare and leadershipChanakyas advice to Chandragupta MauryaVisual49GroupthinkDivided leadership is a recipe for disaster

Pearl Harbor IncidentControlAssembling a skilled team sharing common goals and valuesBand of BrothersVisual52Supply of information through the chain

A Directed TelescopeNapoleon BonapartePolitical MolesWeed them out/ isolate them before they arrive

Queen Elizabeth I of EnglandVisual55Pay attention to the ordersCoach instructing his playersVisual57Thank you