A Case Study in Agility:A Case Study in Agility:Heinz Heinz Guderian’sGuderian’s Spearhead Spearhead

Advance into France, 1940Advance into France, 194088thth 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.Beres@ebrinc.comBeres@ebrinc.com

Cochrane@ebrinc.comCochrane@ebrinc.com703703--893893--68006800

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AgendaAgenda

IntroductionIntroductionAgility OverviewAgility OverviewNCW Conceptual FrameworkNCW Conceptual FrameworkApproachApproachCase Study BackgroundCase Study BackgroundGuderian’sGuderian’s Advance into FranceAdvance into FranceExamples of C2 Agility Using Guderian and the XIX Examples of C2 Agility Using Guderian and the XIX Panzer CorpsPanzer CorpsWhat’s Next?What’s Next?ReferencesReferences

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IntroductionIntroduction

Secretary Secretary RumsfeldRumsfeld: : “Preparing for the future will require us to think “Preparing for the future will require us to think differently and develop the kinds of forces and differently and develop the kinds of forces and capabilities that can adapt quickly to new capabilities that can adapt quickly to new challenges and to unexpected circumstances”challenges 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. http://www.cnn.com/2002/US/01/31/rumsfeld.speech/?relatedhttp://www.cnn.com/2002/US/01/31/rumsfeld.speech/?related

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Agility of C2 ProcessAgility of C2 Process

Definition: quick and graceful in movement; nimbleDefinition: quick and graceful in movement; nimbleIn a military context: the ability to be effective in In a military context: the ability to be effective in changing, nonlinear, uncertain, and unpredictable changing, nonlinear, uncertain, and unpredictable environments environments Agility is a property of both force elements and C2 Agility is a property of both force elements and C2 processesprocesses

Force elements cannot be effective without agile C2Force elements cannot be effective without agile C2C2 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 of the ability to maintain effectiveness across a range of tasks, situations, and conditionstasks, situations, and conditions

Resilience:Resilience:the ability to recover from or adjust to misfortune or the ability to recover from or adjust to misfortune or damagedamagethe ability to degrade gracefully under attack or as a the 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 a ability 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 succeed the ability to identify multiple ways to succeed the capacity to move seamlessly between themthe capacity to move seamlessly between them

InnovationInnovationthe ability to do new things the 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 processthe ability to change the organizationthe ability to change the organization

Degree of Decision/ Synchronization

Degree of Shared Information

Quality of Organic Information

Qualityof

Inter-actions

C2 Agil

ity

Forc

gility

Physical Domain

Social Domain

Information Domain

Cognitive Domain

Degree of Shared SensemakingShared Awareness

Collaborative Decisions

Shared Understanding

Quality of Individual Sensemaking

Degree of Effectiveness

Degree of Information “Share-ability”

Quality of Networking

ForceNCW Conceptual FrameworkNCW Conceptual Framework

InformationSources

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

e A

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ApproachApproach

Case Study MethodologyCase Study MethodologyBased on work of Dr. Robert Yin on case study design Based on work of Dr. Robert Yin on case study design and methodsand methods

Definition/ProblemDefinition/ProblemDesign of case studyDesign of case studyData collectionData collectionData analysisData analysisReportingReporting

Important to keep a case study in the context of when Important to keep a case study in the context of when it occurredit occurred

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Why Why GuderianGuderian??

Revolution in military affairsRevolution in military affairsFirst major use of maneuver warfareFirst major use of maneuver warfareParallels “transformation”Parallels “transformation”

Abundance of dataAbundance of dataPrimary and secondary sourcesPrimary and secondary sourcesPrevious studiesPrevious studiesNew material released (communications, daily logs, after New material released (communications, daily logs, after action reports)action reports)

Many different representations of Agility throughout Many 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 1939The Advance into France was not a surpriseThe Advance into France was not a surpriseThe 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 BlitzkriegTank exercises were conducted since the early 1920’sTank exercises were conducted since the early 1920’sStrategy was old, the tactics were newStrategy was old, the tactics were new

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Agility: RobustnessAgility: Robustness

RobustnessRobustnessthe ability to maintain effectiveness across a range of the ability to maintain effectiveness across a range of tasks, situations, and conditionstasks, situations, and conditions

Example using Guderian and XIX CorpsExample using Guderian and XIX CorpsXIX Corps was XIX Corps was robustrobust in the fact they were able to in the fact they were able to achieve their goals while advancing through the achieve 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 maneuver during the river crossing, and effective maneuver after crossing. after crossing.

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Agility: ResilienceAgility: Resilience

ResilienceResiliencethe ability to recover from or adjust to misfortune or the ability to recover from or adjust to misfortune or damagedamagethe ability to degrade gracefully under attack or as a the ability to degrade gracefully under attack or as a result of partial failureresult of partial failure

Example using Guderian and the XIX CorpsExample using Guderian and the XIX CorpsThey were They were resilientresilient by being able to bounce back by being able to bounce back after the 2nd panzer was delayed then moved to a after the 2nd panzer was delayed then moved to a supporting role of the 10th armored.supporting role of the 10th armored.

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Agility: ResponsivenessAgility: Responsiveness

ResponsivenessResponsivenessability to react to a change in the environment in a ability to react to a change in the environment in a timely mannertimely manner

Example using Guderian and the XIX CorpsExample using Guderian and the XIX CorpsThey were They were responsiveresponsive by rapidly reacting to a by rapidly reacting to a developing threatening situation on the southern developing threatening situation on the southern flank.flank.

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Agility: FlexibilityAgility: Flexibility

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

Example using Guderian and the XIX CorpsExample using Guderian and the XIX CorpsThey were They were flexibleflexible by identifying five different by identifying five different locations for river crossings, were able to exploit locations for river crossings, were able to exploit three, and able to adjust accordingly on the opposite three, and able to adjust accordingly on the opposite bank. bank.

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Agility: InnovationAgility: Innovation

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

Example using Guderian and the XIX CorpsExample using Guderian and the XIX CorpsUsing armor at the forefront supported by infantry Using armor at the forefront supported by infantry was was innovativeinnovative

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Agility: Agility: AdaptivenessAdaptiveness

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

Example using Guderian and the XIX CorpsExample using Guderian and the XIX CorpsDuring the crossing, they were During the crossing, they were adaptiveadaptive by moving by moving the Panzers to a supporting role, and then as they the Panzers to a supporting role, and then as they crossed, immediately back to the primary role the crossed, immediately back to the primary role the German doctrine supported.German doctrine supported.

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What’s Next?What’s Next?

We need to recognize and measure AgilityWe need to recognize and measure AgilityQuantitative and qualitative metricsQuantitative and qualitative metrics

Establish a baseline for further researchEstablish a baseline for further researchContinue exploration of attributes of Agility Continue 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: Command…Control…and the Power to the Edge: Command…Control…and 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 Theory Command Concepts: A Theory Derived from the Practice of Command and ControlDerived from the Practice of Command and Control RAND. RAND. [1] Cable News Network. “[1] Cable News Network. “RumsfeldRumsfeld Presses for More Presses 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/?relatedGuderian, Heinz. Constantine Fitzgibbon (trans.) Guderian, Heinz. Constantine Fitzgibbon (trans.) Panzer Leader.Panzer Leader. DaDa Capo Press: New Capo 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 Blitzkrieg Stein and Day, New York.Stein and Day, New York.Margolis, Eric Margolis, 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))