Archive for the 'Tactics' Category
In 2008, just before the official stand-up of the new Combatant Command in Stuttgart, Germany, I listened to General “Kip” Ward, AFRICOM’s first Commander, discuss his first trip around the continent to talk to key leaders of African nations, militaries, and government organizations like the African Union. He made an important observation during this presentation that I never forgot.
I’ll paraphrase his comments as follows: He said, you know, we in the military have a lot of acronyms and terms. We just throw them out in conversation and expect everyone to get it . . . But you have to be careful what you say and understand the full impact of your words. When I met people and told them I was the incoming Commander of AFRICOM and my “AOR” would include 53 African countries, the first question was, “What’s an AOR?” Well, it’s my Area of Responsibility he said, to which African leaders responded, “Who’s Area of Responsibility? Yours . . . or ours?” There’s a lot to think about here in the way we approach partnerships.
Likewise we have another favorite acronym in our military vernacular known as ASAP—As Soon As Possible! A versatile term . . . I’ve been using it all my life, and if you’ve served in the military I suspect you have too. On the other hand, ASAP means something different to our African partners. The African Union interprets the acronym ASAP to mean: “African Solutions for African Problems.” This is not to suggest that Africans want to solve their problems and challenges in isolation. Rather, I believe that African leaders would prefer to cultivate partnerships with the international community in order to explore solutions to African problems.
And so, under the leadership of AFRICOM, the Commander Naval Forces Africa (NAVAF) has endeavored to assist our African partners through joint programs such as the Africa Partnership Station (APS), the Africa Maritime Law Enforcement Program (AMLEP), and our signature series of exercises around the four quadrants of the African continent known as the “Express” series.
Having had the benefit of hindsight during my time as the Deputy Commander U.S. 6th Fleet from 2010 to 2012, I can tell you that my observations of the progress made from 2010 until my arrival as Commander 6th Fleet and Deputy Commander NAVAF in 2014 has been like night and day.
Africa is a continent that includes about 35 percent of the world’s land mass and during my previous assignment, the African Partnership Station was frequently frustrated by the phenomenon of “sea blindness,” or an underappreciation for the importance of the maritime domain. Africa, after all is a big island surrounded by water and although we still have much work to do, I don’t hear that term as much anymore. Instead, I hear the term “sea vision” as applied to our work with African navies and coast guards.
The most recent example of our work together culminated just last week in the opening ceremony of Obangame/Saharan Express (OE/SE) 2016. This is the first year the two exercises were combined into one larger exercise. Previously, Saharan Express focused on the waters from Senegal to Guinea, and Obangame Express was from the coast of Côte d’Ivoire to Angola.
Creating a multi-national exercise with 32 participating nations allowed us to challenge ourselves to practice the zone framework outlined by the Yaoundé Code of Conduct. The Senegalese Navy hosted the main OE/SE opening ceremony in Dakar, with local ceremonies held in other participating countries. For OE/SE 2016, service members from Brazil, Belgium, Denmark, France, Germany, the Netherlands, Portugal, Spain, Turkey, United Kingdom, and the United States joined 21 West African nations for the 10 day exercise.
This was my first trip to Senegal, and I was reminded of the incredible land mass of Africa as I flew from Naples to Dakar for hours over the vast, red sands of the Sahara Desert. The historic nature of the ceremony was palpable as senior leaders addressed the audience, U.S. Navy Band members played alongside Senegalese musicians, and national media asked questions about the nature of our relationship.
In fielding the reporters’ questions, Admiral Cissoko and I both underscored the fact that it takes teamwork to counter piracy, stop illicit trafficking, and combat illegal fishing, and teamwork is a huge part of OE/SE. The word “Obangame” actually means “togetherness” in the Central African Fang language. Like any good team, the earlier we start working together, and the more we practice together, the more proficient we become.
Africa Partnership Station and Obangame/Saharan Express are nothing more than an extension of the Global Network of Navies. Our work is made easier by relationships established in our Coalition Force Maritime Commander’s Conference (CFMCC) run by the Naval War College and the Gulf of Guinea Conference recently held by the Secretary of the Navy in Annapolis Maryland for senior African naval leaders. Other relationships were revealed and reinforced during this opening ceremony. In Dakar, I met a Senegalese Officer who graduated from the U.S. Naval Academy, Class of 1992, and now serves as the Chief of Logistics for the Senegalese Navy. He was a classmate of my Chief Engineer when I was in command and the two men had served in the same company in Annapolis. Both had maintained a deep and abiding friendship.
The Senegalese recommended that we visit Gorée Island before our departure. President Obama and his family had visited this place, which was the last stop in Africa for men, women and children forcibly taken from their homes and sent to America during the slave trade. It was a sobering experience, but just before departure, the head of the port authority approached me and wished me well. He was a retired Senegalese naval officer, who had also attended the U.S. Naval War College in Newport, R.I. We found common ground in our shared experience as well as our common interest in security and stability.
Indeed, with 52 ships, 13 aircraft and more than 1,000 people participating in Obangame/Saharan Express 2016, we were determined to improve interoperability in order to enhance African maritime security and regional economic stability. OE/SE 2016 is the largest maritime exercise ever held Africa.
We’ve come a long way since the Express series exercises began in 2011 and we’ll continue this commitment to our African partners for years to come. While my time in Senegal was short, Commodore Heidi Agle, Commander Task Force 63, positioned herself in Cameroon to supervise the operational and tactical aspects of the exercise from the Maritime Operations Center in Douala and onboard the Expeditionary Patrol Vessel, USNS Spearhead (T-EPF-1). I asked Commodore Agle to share her perspective with you as well.
From Commodore Heidi Agle, Officer-in-Charge of Exercise:
I came to U.S. Naval Forces Africa after serving four and a half years in the U.S. 7th Fleet area of operations where I worked frequently with island nations that had unilateral control of their borders. The area still had territorial disputes, but individual nations exercised great autonomy within their territorial waters and economic exclusion zones. When I first started working with West African countries, I quickly realized how close the Gulf of Guinea nations are to each other, both geographically and economically. Their proximity makes regional cooperation essential as they work toward greater economic viability.
There is too much shared space among too many countries for conversations not to occur on a daily basis. In the main OE/SE 2016 exercise hub, Douala, Cameroon, I observed these necessary country-to-country conversations during the exercise and am encouraged by the commitment of their leadership to continue this interaction long after the exercise ends.
My Cameroonian counterpart, navy Capt. Sylvestre Fonkoua, gave me a tour of his Douala-based maritime operations facility. I was most impressed by the progress they had made in reducing the zone’s illicit maritime activity in just a few years. In 2009, Zone D recorded 40 incidents of piracy attacks. The Zone D navies of Cameroon, Gabon, Equatorial Guinea and São Tomé/Príncipe then set up a maritime operations center in Douala and committed ships to provide maritime security in their combined waters 24/7, 365 days a year, with communications readily available among all participating militaries and government agencies. In 2015, they recorded only two incidents, proving the effectiveness of their information sharing and teamwork.
“It is obvious that asymmetric threats such as piracy are likely to move from one maritime border to another, and the seas are so wide that this kind of dynamic threat can’t be addressed by only one country,” said Fonkoua. “That means that we cannot overcome these scourges alone.”
The Gulf of Guinea has almost reached a positive tipping point; they are poised to exponentially grow and progress. In support of their vision, executing OE/SE helps the region toward its goal of effectively policing its own waters.
A recent regional success is the rescue of the pirated fuel vessel, M/T Maximus in February. Ghanaians and Americans were patrolling Ghanaian waters aboard expeditionary fast transport vessel USNS Spearhead (T-EPF 1) as part of a real-world Africa Maritime Law Enforcement Partnership Operation, when they were tasked to locate a suspected pirated vessel. The Ghanaian-American team found M/T Maximus and relayed the location to the maritime operations center in Ghana.
Eight nations helped track the suspect vessel as it transited southwest through the Gulf of Guinea. When the ship entered the waters of São Tomé/Príncipe, São Tomé coordinated with the Nigerian Navy, who conducted the first ever opposed boarding by a West African Navy. Nigeria and São Tomé have a maritime agreement giving Nigeria the authority to conduct law enforcement activities in São Tomé waters.
The Nigerian Navy re-captured the vessel, rescued the hostages, in the process killing one pirate and taking the remaining pirates into custody. This joint operation, morphed into a successful, multi-national, real-world counterpiracy mission, and clearly demonstrates how working together across cultural lines, defending the sea-lanes leads to maritime security. This is the application of African Solutions to African Problems in its truest form.
Arleigh Burke was a hard-charger by nature, never content to rest on his laurels.
Thus at the Battle of Blackett Strait–a victory for the United States–Burke was unhappy. Commanding a Destroyer Squadron, he was on the bridge of his flagship, looking out for the Japanese destroyers Murasame and Minegumo. When his radar operator picked up a ship close to shore, Burke hesitated to fire at first.
Sure enough, the contact had been one of the Japanese ships, and Burke’s hesitation allowed them to get within weapons range. A battle ensued, thankfully resulting in the sinking of both enemy destroyers.
Burke, frustrated with himself, asked one of the Ensigns standing watch what the difference was between a good officer and a poor one. After listening to the young man’s response, Burke offered his own:
“The difference between a good officer and a poor one,” he said, “is about ten seconds.”
The Pacific Theatre of World War II tested the United States Navy’s resolve like no other conflict before or since. We look back on the battles memorialized as part of our culture and hold them as the gold standard for naval operations today.
But luminaries like Arleigh Burke knew those engagements could have been better. The same bug that struck him at Blackett Strait–hesitation–cost the United States many other opportunities throughout the theater.
If he were alive today, pacing the bridge wing, Burke might regard the culture of hesitation we seem to have built in our Navy with a more acute displeasure than he did 83 years ago. And he would demand we improve.
Burke and his crews were successful, in part, due to their understanding of the strategic calculus of World War II: kill or be killed. In a war of attrition, the goal is to inflict as much damage on the enemy as possible while staying afloat, or, in the immortal words of General George Patton, “to make the other bastard die for his” country.
Though the tasks of major war at sea, on land, and in the air were gargantuan, the strategic environment may have been a bit easier. It was the ability of every Sailor to understand this paradigm–down to the mess halls and deck plates–and their commitment to see it through that would catalyze American victory in the 1940s.
Today, the United States still maintains the most capable naval force in the world. We still operate at sea, on land, and in the air, in addition to the realms of space and the broader electromagnetic spectrum. Capitalizing on the ingenuity of our people, we have incorporated technological advances into our platforms that enhance our tactics, techniques, and procedures.
These accelerations in technology have led to a commensurate quickening of decision-making in the battlespace. Colonel John Boyd’s “Observe-Orient-Decide-Act,” or “OODA Loop” describes the process that each individual or unit must go through to learn and succeed. As Colonel Boyd famously proved, the ability to operate inside an adversary’s OODA Loop is often the difference between victory and defeat.
Yet, as we increase the pace of our tactics and decisions, we are doing so at the expense of the strategic proficiency of our junior sailors and officers. Worse, senior officers often exhort to subordinates to “focus on your tactics,” implying that the understanding of strategy and policy should be left to those with “experience.”
This growing lethargy in learning and understanding brings with it a creeping risk–a hesitation–that should be untenable to us as warfighters. We are doing a disservice to our service when we develop aviators who can “center the dot,” but cannot describe the geopolitical diversity surrounding their Carrier Operating Area (CVOA); when we develop submariners who can maintain a reactor within checklist specifications, but cannot debate the merits of improving personnel policy in the service; when we develop surface warfare officers who can stand on their feet for hours on the bridge, but cannot fathom how the position of their ship in the ocean impacts the global economy. We develop this risk across both our Restricted and Unrestricted Line communities.
Sometimes, this risk manifests itself in mistake: the bombing of a hospital instead of a legitimate military target, or confrontation with a tenuous regional actor. Often, however, the risk is in unmeasured opportunity cost: the option or consideration no one in the room brought to attention; the detail that goes unchecked because it wasn’t part of our rigid formula; the stakeholder we do not consider but whose reaction will impact our long-term success or failure. We build in a culture of hesitation to our systems when we make such a clear distinction between tactical execution and strategic understanding. Just as in Burke’s time, it is costing us opportunities.
In his book Team of Teams, General Stanley McChrystal describes the concept of “shared consciousness” by saying, “our entire force needed to share a fundamental, holistic understanding of the operating environment and of our own organization, and we also needed to preserve each team’s distinct skill sets.” Rather than developing bland generalists, McChrystal remarks that the goal for his organization was “to fuse generalized awareness with specialized expertise.”
We are a Navy full of essential skills and experts; we need these to fight. But in order to win, shared consciousness among all ranks and at all levels is required.
Above all, this is a leadership issue. Our service has no place for those who tell their subordinates to “focus on tactics” at the expense of strategy. We may win the battle, but we will surely lose the war. To increase the pace of our various OODA Loops–and mitigate a culture of hesitation– we must develop sailors who are both tactically lethal and strategically aware.
Discussion of strategy and policy should be encouraged at all levels. Many good commanding officers, both past and present, have fostered an atmosphere of questioning and discussion in wardrooms and ready rooms. This should not be mere serendipity; we should select officers for these positions who are capable of engendering this environment, and continue to promote those who have proven they can do so in a respectful, constructive manner.
These discussions should lead to action and writing–to white papers, articles, blog posts–that are read and in turn debated, rebutted, and written about. Moreover, we should not limit this activity to individual ships and units; this environment should exist at the Pentagon, at our Fleet Replacement Squadrons and Afloat Training Groups, with our peers on the Joint Staff and in classroom settings, and with our multinational partners around the world.
Separately, we must not allow our reliance on technology to institutionalize a culture of hesitation. With more information being consumed and analyzed at a much quicker pace than ever before, it is easy to simply complete the blocks in our checklist and make a voice or chat report, rather than developing a system of communication and execution that capitalizes on shared consciousness. We must return to our uniquely naval roots of the Composite Warfare Commander Concept and command by negation in order to build a better system, or else we will be doomed to repeat the kind of hesitation that Arleigh Burke so desperately wanted to avoid.
In the final analysis, we are not compartmentalized into separate tactical officers and strategic officers. We are naval officers and warfighters; there should be no difference.
Admiral Burke’s experience at Blackett Strait played out between ten and twenty knots. Our experiences today demand that, while our ships may still travel at that speed, our decision-making and understanding scales exponentially faster.
For this generation of naval warfighters and decision-makers, the difference between a good officer and a poor one may be ten microseconds. And we must make every one count.
Please join us at 5pm (remember Eastern Daylight Time) on 13 March 2016 for Midrats Episode 323: Building a Navy in Peace That Wins at War
The wartime record of the US Navy in under four years of combat from late 1941’s low point to the September 1945 anchoring in Tokyo Bay did not happen by chance. It did not happen through luck, or through quick thinking. It happened through a process of dedicated, deliberate, disciplined and driven effort over two decades in the intra-war period.
What were the mindset, process, leadership, and framework of the 1920s and 1930s that was used to build the fleet and the concepts that brought it to victory in the 1940s?
This week we are going to dive deep in this subject for the full hour with Captain C.C. Felker, USN, Professor of History at the US Naval Academy and author of, Testing American Sea Power: U.S. Navy Strategic Exercises, 1923–1940.
The modern age has not just made the world flat, it has made it transparent. Just as the internet lowered the barriers to entry in the areas of reporting and commentary from everything from pet cats to grand strategy, so too has it changed the ability of military forces to move with any degree of confidence that they can control who knows where they are when.
A great example of this real-time OSNIT has been around for centuries, but what has changed is the timeline has moved from weeks to instantaneous. If there is an IP connection, you are being watched in real time. No way to block it – you just have to live with it.
For Mr Guvenc, 51, and a group of four friends, the parade of military hardware through their city is irresistible. Sipping coffee from a stunning balcony with a panoramic view of the channel, they explain that the photographs they share online are pored over by military strategists and analysts around the world.
“Usually these ships are out of sight. We don’t know what they are doing,” explains Devrim Yaylali, 45, an economist who has been spotting ships for nearly 30 years. “The Bosphorus or the port is the only place you can see them.”
His friend Yoruk Isik, 45, an international affairs consultant, chips in: “Here, you can be in Starbucks with an espresso and a ship is literally 250 metres away.” The sharp bends and strong currents in the channel means that the boats must slow right down to manoeuvre, making them easy to photograph. “There’s no other place on earth where you can capture them so well.”
Real time video is no longer a competitive advantage that we have. It is quickly becoming a global commodity.
Smartphones, drones, commercial imaging satellites, and just the byproduct of a much more populated, connected, and vigilant world; we are all under the all-seeing eye. That doesn’t have to be a bad thing.
That last bit. That is the fun part. What isn’t fun is knowing that you have to assume that wherever you are, if you can see something besides water, even a small terrorist cell may know right where you are real time. Regardless of what you may or may not see, you may be seen anyway.
Please join us at 5pm EST on 6 March 2016 for Midrats Episode 322: Radical Extremism, Visual Propaganda, and The Long War:
In the mid-1930s, Leni Riefenstahl showed the power of the latest communication technology of her time to move opinion, bring support, and intimidate potential opponents. The last quarter century’s work of Moore’s Law in the ability to distribute visual data world wide in an instant has completely change the ability of even the smallest groups with the most threadbare budgets to create significant influence effects well inside traditional nation states’ OODA loop. How are radical extremists using modern technology, especially in the visual
arena, to advance their goals, who are their audiences, and how do you counter it? Using as a starting point the Strategic Studies Institute and U.S. Army War College Press’s publication, “Visual Propaganda and Extremism in the Online Environment, YouTube War: Fighting in a World of Cameras in Every Cell Phone and Photoshop on Every Computer, the Small Wars Journal’s ISIS and the Family Man
and ISIS and the Hollywood Visual Style, our guests will be Dr. Cori E. Dauber, Professor of Communication at the University of North Carolina at Chapel Hill, and Mark Robinson, the Director of the Multimedia Laboratory at the University of North Carolina at Chapel Hill.
For more than 200 years the U.S. Navy has been integral to the security and prosperity of the United States, evolving to meet the security and maritime needs of America. The Optimized Fleet Response Plan (OFRP) grew out of recognition that after 14 years of sustained combat operations for our deployed units, the resultant trends in maintenance and modernization execution, training time compression, deployment length increases and personnel churn were unsustainable. OFRP is designed to optimize a series of processes to generate a maximum amount of operational availability of our naval forces in order to deliver rotational forces; accomplish maintenance and modernization to achieve the service life of our platforms, and be able to surge forces. All of this must be accomplished while maintaining our normal operational tempo – in short “we have to reset in stride.” In order to meet that goal, OFRP creates a framework for predictable deployment cycles with aligned and stabilized manning, stable and predictable maintenance plans, and ready forces fully trained to the high-end level of the warfighting spectrum. This is no small challenge given our Navy’s global presence requirements, resource constraints, and force size. Meeting these challenges, today and in the future, mandates we optimize the processes of our supply-based readiness model by implementing OFRP.
The previous force generation model, the Fleet Response Plan (FRP), needed adjusting in order to more efficiently deliver ready forces for deployment; achieve the life-expectancy of our platforms and provide a more sustainable surge capability. The Optimized Fleet Response Plan provides the needed change to maximize readiness by aligning staffs, ships, and air wings to Carrier Strike Groups (CSG) and Amphibious Ready Group (ARG) at the beginning of a 36-month cycle. A key distinction in the OFRP instruction is the delineation of Carrier Strike Group Commanders and Amphibious Ready Group Commanders as the Supported Commanders. Previously, TYPE Commanders (TYCOMS) moved units through the Maintenance and Basic Phases of the training and readiness cycle, with a notional hand-off to the CSG Commander when the ships entered the Integrated Phase and began operating as a Carrier Strike Group. Today within the OFRP framework, all of the ships are brought under the CSG commander at the beginning of FRTP. According to Russ Williams, USFF Deputy Director for Fleet Training and the OFRP Cross-functional Team lead, this means that “The CSG, ARGS, and TYCOMS work together to ensure the readiness of that Strike Group given where they are in the OFRP phase.”
USS Dwight D. Eisenhower (CVN-69) and the Eisenhower Carrier Strike Group is the first aircraft carrier and Strike Group to implement OFRP, having entered into the first cycle of OFRP last fall, and initiating the Navy’s new strategy for force generation. The Ike CSG and all of its assigned units have been a complete team throughout the maintenance phase and into the basic and integrated phases of OFRP. As they prepare to deploy mid-2016, Ike CSG’s progress through OFRP reveals the benefits of the plan and what can be improved upon.
Maintenance and Modernization
One of the goals of a maintenance and modernization process is to achieve on time and on cost execution of the schedule. OFRP is designed to help stabilize and synchronize the execution of the maintenance and modernization of our fleet in order to achieve these two goals. The stabilization and synchronization leads to other benefits than predictability. Secretary of the Navy, Ray Mabus said to the House Armed Services Readiness Committee on Sept. 10, 2015, that he was confident the Navy is taking the right steps to get maintenance on track. “We’re going to be in a position to get the life span of the ships that you’d expect out of those ships when they enter the fleet.” This is in large part due to the Optimized Fleet Response Plan. Russ Williams stated that with OFRP maintainers are given more time to “dive into the planning phase of maintenance.” With more time to plan the maintainers ensure the efficiency of the phase. It appears OFRP sets up CSGs going through the process to achieve these goals, yet with all new processes there are some issues to work on. What makes OFRP different than previous force generation models is that it takes into account the Navy being a learning organization, and therefore fosters an environment of innovation for problem solving. “World events will cause changes to the production plan – if somebody’s maintenance gets extended beyond our ability to absorb it within the shock absorber that’s built into OFRP, we would have to adjust accordingly and modify the schedules,” Rear Admiral Jeffrey Harley told the House Armed Services Readiness Subcommittee. Issues in the maintenance phase faced by Ike CSG lead to four of the seven Ike CSG deployers experiencing unexpected delays. Russ Williams noted that the “industrial base simply cannot support eight or nine surface combatants going into maintenance at the same time and coming out at exactly the same time, but that isn’t the goal of OFRP, it isn’t designed to be that rigid.” This sort of issue highlights the importance of OFRP’s flexible yet disciplined approach to force generation. Each of these late deliveries created issues in the Basic Phase of Training that had secondary negative effects leading into the Integrated Phase of training. Meeting the issue head on, the Casualty Report to Certification Crosswalk (C3) process was developed to minimize the impact of the unexpected delays. This now helps ships identify, prioritize and facilitate maintenance solutions that enable the ships to complete their certification events on time, first pass. Russ Williams notes “It was never the OFRP intent to get everybody out of maintenance at the same time. It was an OFRP construct to get everybody to begin the Integrated Phase at the same time.” Mr. Williams went on to say that OFRP enables backlog to be rectified within the cycle. The OFRP process has led to some incremental material improvements within Ike CSG, yet Maintenance and Modernization remains a critical Line of Effort (LOE) that requires continued attention by naval leadership in order to ensure the Strike Group assets all enter the Integrated Phase on schedule.
Manning and Individual Training
Historically, ships have struggled to achieved their manning goals early in the pre-deployment work up, often receiving new Sailors “just in time” before the deployment, or prior to composite training unit exercise (C2X), the Integrated Phase capstone training event. This resulted in numerous x- deck personnel transfers, which sub-optimized the deploying unit’s readiness, hurt the manning of the ship remaining at home, and eroded the morale of the force. Sea-centric manning policies under OFRP prioritize personnel requirements to ensure forces are ready to deploy on schedule with the right Sailors in place fully trained. This policy mandates units be manned to 92% fit, 95% fill and at threshold for all critical naval enlisted classification code (NECs) by the target Manning Date, or “M-Date,” which is the start of Basic Phase or 12-months prior to deployment (if Basic phase starts earlier than that). This allows the necessary time for shipboard teams to form, train together, and build a cohesive warfighting team prior to deploying. It is because of this OFRP protocol that Ike CSG has seen the greatest improvement in the manning and individual training LOE. With deploying Sailors onboard earlier, OFRP ships in the Ike CSG were able to better manage their school requirements and ensure individuals received the training they needed prior to both the Basic and Integrated Phases. Additionally, direct support Sailors were assigned no later than nine months before deployment (D-9) which further enhanced the integration of off-ship personnel into the warfighting team. As a result, Strike Group warfighting syndicates were able to start developing during the Maintenance Phase, leading to early engagement and increased tactical training opportunities across the Strike Group. Having the right Sailors at the right time provides a more stable and predictable organization and ultimately leads to greater unit cohesion, experience, and development of the critical warfighting skills needed for deployment.
A “side effect” of previous manning practices was that many times units may not be as well-trained as they could be. OFRP ensures forces are trained with the right capabilities and trained to a single, high-end standard. Unit level training during the Basic Phase is the critical foundation toward maximizing Strike Group combat effectiveness and efficiency. Optimizing the basic phase helps by giving time to identify and overcome possible shortfalls. For example, issues during the Maintenance Phase led to a compressed Basic Phase schedules for four of seven Ike CSG deploying ships. In order to lessen the impacts of these delays, the Maintenance-Operations Float Process was employed as part of a cross functional working group to identify risks to the mission – deploying on time and fully trained. This process leveraged the expanded relationships of all the stakeholders to mitigate the identified risks. For instance, both USS Monterey (CG-61) and USS Nitze (DDG-94), both a part of Ike CSG, conducted combined sea trials to regain time within their Basic Phase schedules. Additionally, through early engagement and collaboration with Afloat Training Group (ATG), CSG-4, and Naval Surface and Mine Warfighting Development Center (NSMWDC), Ike CSG developed a group sail schedule. The schedule included Basic Phase events, and moved previous unit-level events that were historically conducted in C2X, forward into the Basic Phase, and added new Surface Warfare Advanced Tactical Training (SWATT) events early in the Integrated Phase. This collaborative effort will have allowed the entire Strike Group to get to C2X on time, fully prepared to train to the high-end level of tactical warfare.
In order to maximize the benefits of optimizing the basic phase Ike CSG utilized information technology and subject matter experts to help units meet their goals. Ike CSG used a Schedule Synchronization Tool (Integrated WEBSked), which is available to all stakeholders as required by USFF/CPF Instruction 3000.15A, and a Command Monitor/Mentor Process that together identifies areas where staff subject matter experts can provide assistance to individual units prior to ATG inspections or certification events. Implementation of this program has had an immediate impact on Strike Group units. Two ships, the USS Mason (DDG-87) and USS Stout (DDG-55), within Ike CSG, have completed the Basic Phase and according to ATG Atlantic, both of these ships performed above fleet average, which is attributed to the implementation of our Optimized Fleet Response Plan protocols.
Ike CSG was in the Integrated Phase of OFRP (as of the time of publishing this article), and there were some successes due to innovative measures to cope with early challenges brought about mostly by disaggregated ops being conducted within the FRTP cycle. For example, USS Oscar Austin (DDG-79) returned from a seven-month deployment during which she superbly executed national level tasking. Rejoining the Strike Group’s schedule, she met every Joint Fleet Maintenance Manual milestone, including her CNO Maintenance Availability. USS Porter (DDG-78) transferred to Sixth Fleet two weeks earlier than scheduled after completing a Joint Warrior exercise with British and NATO allies. She completed her first BMD patrol and did very well in her first maintenance availability overseas. USS McFaul (DDG-74) deployed with 91% FIT/97% FILL /1 in manning and no active C-2 CASREPs. She finished her Fifth Fleet deployment and escorted USS George Washington (CVN-73) through SOUTHCOM area of operations. These successes continue to show that OFRP allows for adaptation in order to ensure forces are ready to deploy with the right capabilities and trained to a high standard.
World events and our previous demand-based force generation model put stress upon Sailors and their families with long deployments, deferred and unpredictable ship maintenance schedules and unpredictable pre-deployment schedules. Chief of Navy Personnel, Vice Adm Moran said “We need to make sure we attract and retain the best people,” and he believes that the predictability and stability afforded by the Optimized Fleet Response Plan will help increase retention. OFRP provides stability and predictability, thus relieving stress and lessening uncertainty, to our Sailors and their families. Ike CSG has been scheduled for a seven-month deployment since entering OFRP. Despite 23 months of collective maintenance delays across the Strike Group, the scheduled deployment date has not shifted. The flexibility afforded by OFRP across the Strike Group has allowed the Ike CSG to absorb the maintenance delays and training schedule changes, while still tracking to the initial deployment date, fully trained to the high-end level of tactical warfare, creating a more predictable schedule for Sailors and their families.
At the outset, Navy leadership was clear that fully implementing OFRP across the Fleet would take time. As the first Strike Group to enter and execute the early cycles of OFRP, Ike CSG is laying the foundation for significant improvements throughout the entire process. The lessons learned have enabled the improvement of manning and training within the scope of the Strike Group; however, there is still work to be done in the maintenance and modernization LOE. While the performance in the Basic Phase continues well above average, the ultimate measures of effectiveness will be deployed performance. The Ike CSG goal is clear: to tactically outperform the Theodore and Harry S. Truman CSGs during the demanding and rigorous pre-deployment training and throughout deployment, and to have the Bush CSG outperform us. As a premier learning organization, only then will it be known if OFRP has been operationalized at the tactical level.
By Ryan Kelly
This post appeared in its original form at CIMSEC.
Week Dates: Feb. 22-28 2016
Articles Due: Feb. 21 2016
Article Length: 800-1800 Words (with flexibility)
Submit to: [email protected]
Since we last discussed the Surface Navy’s operational concept of Distributed Lethality (DL) in July 2015, there has been a tremendous amount of progress on the topic. Distributed Lethality is the condition gained by increasing the offensive power and defensive hardening of individual warships and then employing them not only in traditional roles, but also in different ways than has been the practice in the past few decades. Distributed Lethality enables Naval Surface Forces to provide forward, visible and ready combat power for the nation. Operating forward, Naval Surface Warships execute military diplomacy across a wide geography, building greater transparency, reducing the risk of miscalculation or conflict, and promoting a shared maritime environment. Maintaining a persistent visible presence, Naval Surface Warships assure allies and partners and promote stability by deterring actions against U.S. interests. Providing credible combat power, Naval Surface Warships are ready to respond when called upon in times of crisis providing operational commanders’ options to control increased ocean areas and hold potential adversaries at risk, at range, whether at sea or ashore.
More recently, as highlighted at the Surface Navy Association’s annual Surface Navy Symposium, we were introduced to a deeper and more holistic update on Distributed Lethality, in terms of its value as both an organizational and operational concept. Organizationally, we heard that Distributed Lethality involves a comprehensive effort (much of VADM Rowden’s remarks discussed), that is focused on Tactics, Training, Talent and Tools (i.e., weapons, sensors and platforms; “if it floats it fights…,” of which the Director of Surface Warfare RADM Fanta’s presentation revealed). Operationally, we learned that Distributed Lethality involves harnessing 3 key initiatives to ensure we can fight and win in any environment: those initiatives are “to Deceive, Target and Destroy.”
There has been a significant investment in thinking about the problem throughout the past year. More recently, the approach to understanding the concept has been largely twofold: first, we’ve worked to understand what value DL could bring to the Surface Force and a step further, to the larger Fleet. We’ve approached this through three primary lines of effort: wargaming, analytics and operational experimentation. Studying the results of more than 15 wargames in 2015 alone, substantial analytics from multiple sources and operational experimentation deepened our understanding of the value that a distributed and more lethal Naval Surface Force can provide across a number of scenarios and ranges of conflict. We are training now for our first Adaptive Force Package deployment this Spring.
During the final week of February, CIMSEC will host a series focused on the next chapter of Distributed Lethality. The theme of the next chapter gravitates around the question of “how we fight” as a more lethal and distributed force. As such, we’ve listed some of the key issues that we seek to better understand. For example: How should the upcoming Adaptive Force Package be employed: including Tactical Situation (TACSIT) execution, organic and inorganic targeting, fielding of modified weapons, and improved integration with Amphibious Forces and Expeditionary Marine Corps units in support of sea control operations? What role does Distributed Lethality play in other joint concepts such as the DOD Joint Operational Access Concept (JOAC)? How will the utilization and fielding of the F-35 (Navy and Marine Corps variants) contribute to the effectiveness of Distributed Lethality? What effect will cyber warfare have on the surface forces in the context of Distributed Lethality, both offensively and defensively? How can we better utilize the signature spectrum in a complex Anti-Access/Area Denial environment? How will the addition of a long range surface-to-surface missile affect both the deterrent and warfighting ability of the Surface Navy in the various phases of conflict? What are the legal implications of arming MSC ships, both for self-defense and for a more robust offensive role? How and to what extent should the Surface Navy incorporate other nations into Distributed Lethality? What are the risks of Distributed Lethality across the various phases of conflict?
Contributions can focus on the aforementioned key issues, or can explore Distributed Lethality in a broader strategic and operational context. Submissions should be between 800 and 1800 words in length (with flexibility) and submitted no later than February 21 to the CIMSEC editorial team at [email protected].
Note from CIMSEC: We have amended our topic week schedule to accommodate this opportunity.
Over the past several months, senior naval leaders have highlighted the importance of organizational learning to accelerate innovation and adapt to future challenges. For instance, the SECNAV noted the confluence of people, ideas and information as the foundation of the DON’s Innovation Vision; Admiral Richardson introduced his concept of “accelerated learning” in A Design for Maintaining Maritime Superiority; and LtGen Walsh unveiled the Marine’s “campaign of learning” in a speech at CSIS. However, many internal barriers must be addressed to fully implement their vision.
The concept of a learning organization has been discussed in management circles for several decades. Yet there is no consensus on a standard definition nor are the steps to build one clear. A 1993 Harvard Business Review article by Professor David Garvin serves as a useful starting point for the Naval Services to consider.
Garvin defines a learning organization as, “…an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.” Garvin also identifies five building blocks to create such an organization. They are:
Systemic Problem Solving: This first activity rests heavily on the scientific method, wide use of data and statistical tools. Most training programs focus primarily on problem-solving techniques, using exercises and practical examples. Accuracy and precision are essential for learning. Employees must therefore become more disciplined in their thinking and more attentive to details. They must continually ask, “How do we know that’s true?”, recognizing that close enough is not good enough if real learning is to take place. They must push beyond obvious symptoms to assess underlying causes, often collecting evidence when conventional wisdom says it is unnecessary. Otherwise, the organization will remain a prisoner of “gut facts” and sloppy reasoning, and learning will be stifled.
Experimentation: This activity involves the systematic searching for and testing of new knowledge. Experimentation is usually motivated by opportunity and expanding horizons, not by current difficulties. It takes two main forms: ongoing programs and one-of-a-kind demonstration projects. Ongoing programs normally involve a continuing series of small experiments, designed to produce incremental gains in knowledge. Demonstration projects are usually larger and more complex than ongoing experiments. They involve holistic, system-wide changes, introduced at a single site, and are often undertaken with the goal of developing new organizational capabilities. Because these projects represent a sharp break from the past, they are usually designed from scratch, using a “clean slate” approach.
Learning from past Experience: Companies must review their successes and failures, assess them systematically, and record the lessons in a form that employees find open and accessible. Unfortunately, too many managers today are indifferent, even hostile, to the past, and by failing to reflect on it, they let valuable knowledge escape. A study of more than 150 new products concluded that “the knowledge gained from failures [is] often instrumental in achieving subsequent successes… In the simplest terms, failure is the ultimate teacher.”
Learning from Others: Not all learning comes from reflection and self-analysis. Sometimes the most powerful insights come from looking outside one’s immediate environment to gain a new perspective. Enlightened managers know that even companies in completely different businesses can be fertile sources of ideas and catalysts for creative thinking. At these organizations, enthusiastic borrowing is replacing the “not invented here” syndrome.
Transferring Knowledge: For learning to be more than a local affair, knowledge must spread quickly and efficiently throughout the organization. Ideas carry maximum impact when they are shared broadly rather than held in a few hands. A variety of mechanisms spur this process, including written, oral, and visual reports, site visits and tours, personnel rotation programs, education and training programs, and standardization programs.
To some extent the naval services are already engaged in these activities but significant improvement is needed if we are to turn these efforts into a real competitive advantage. Several internal challenges need to be addressed to become the learning organization envisioned by our senior leaders. Here is a short list:
Culture: Dr. Frank Hoffman recently noted that the Navy’s learning culture was essential for overcoming the challenges of countering German U-Boats in WWII. According to Hoffman, “Brutally candid post-exercise critiques occurred in open forums in which junior and senior officers examined moves and countermoves. These reflected the Navy’s culture of tackling operational problems in an intellectual, honest, and transparent manner.” To regain this learning culture, two issues must be addressed: fostering an environment of candor and preventing organizational hubris, often buttressed by questionable models or rhetoric intended to defend programs of record, from lulling leaders into a false sense of security. Learning cannot begin if we cannot have candid conversations about what is working and what needs to be fixed. The best agile organizations today continually use stress-testing of plans and strategies to identify areas for improvement.
Incentives: Many individuals and organizations view knowledge as a source of power. Therefore, the more knowledge one collects and retains, the more one’s standing and influence increases. In Team of Teams, General McChrystal examines this issue through a game-theory lens. In a “knowledge-is-power” environment, those who share knowledge are considered the losers, while those who receive knowledge are winners. We must create the right incentives to change this behavior by rewarding those who put effort in to sharing knowledge and penalize those who hoard knowledge or prevent information from being shared.
Outdated Tools and Policies: Since the advent of the internet, senior leaders have called for shifting from a “need-to-know” approach to a “need-to-share”. Unfortunately, this shift is difficult to achieve because of outdated information-centric policies, exaggerated treats, and risk-averse leaders. The workforce must have the proper tools and effective policies so knowledge transfer can occur easily and risk is realistically considered. Further, we must resolve how to capture the great ideas of our talented workforce and share our problems with public. Our naval culture and our desire to solve problems internally often prevent us from sharing our complex problems with “outsiders”. This practice prevents novel solutions from entering our decision making cycle.
Undefined Learning Ecosystem: Pockets on knowledge and learning exist across the DON but sharing is often stove-piped by organizational boundaries. Many organizations created the position of Knowledge Managers but their effectiveness is inconsistent and there is no strategy to create a “knowledge CO-OP” across the organization. Having an enterprise-wide strategy would prevent duplication of effort in knowledge generation and permit learning from other’s experience. The DON must create a learning ecosystem, with the appropriate infrastructure, tools, and practices that enables us to become an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.
Having senior leaders champion these issues today is an important first step to develop this important capability. However, the organization needs to move with a sense of urgency and not treat learning as another passing fad or simply leave organizational learning to happenstance. The digital natives entering the workforce today are knowledge sharers by nature. If no improvements are made to the issues discussed above, they will go “outside the wire” to collaborate on work related issues. This will increase risk and detract from organizational learning.
The Department of Navy possesses an incomprehensible amount of data, information, knowledge and practical experience; all are underpinned by a wealth of naval history from which to learn. We must place a priority on creating a learning organization and turn this concept into a true competitive advantage for the future.
Please join us for a special 2PM (EST) early edition of Midrats for Episode 310: Fleet Battle School
How do you design a game that has practical tactical application to the naval tactician? Even more ambitious, how do you make one accessible and understandable with the goal of making it a mobile wargame for eventual use by sailors and warfare commands.
For today’s show we will discuss one of the projects of the CNO’s Rapid Innovation Cell (CRIC), the game “Fleet Battle School.”
Our guests to discuss this game, gaming in general, and its practical application will be three individuals involved in the project; LT Matthew Hipple, Paul Vebber and Chris Kona. Chris Kona is a warfare analyst at Naval Undersea Warfare Center. A former submarine officer in the U.S. Navy, he was project lead for the CRIC’s Fleet Battle School wargame project. Paul Vebber is a retired SWO CDR who is a life-long hobby wargamer. He was one of founders of Matrix Games, the premiere publisher of computer wargames, working with them until their merger with Slitherine games. He currently works for the Naval Undersea Warfare Center Mission Area Director for Undersea Warfare as Asst. Director for Concept Development, Wargaming, and Experimentation.
By Mark Tempest
Please join us on Sunday, 6 Dec 2015 at 5pm EST (US) for Midrats Episode 309: Law and the Long War:
In a decade and a half of fighting terrorism, the laws that define our actions overseas and at home have morphed as the threat and strategy for dealing with it has.
From fighting ISIS, operating with and in failed states, dealing with the expanding “refugee crisis,” to keeping the balance between security and safety – what has the legal shop been up to?
Our guest for the full hour is returning guest Charles J. Dunlap, Jr., Major General, USAF (Ret.), Professor of the Practice of Law, and Executive Director, Center on Law, Ethics and National Security at Duke University.
General Dunlap’s teaching and scholarly writing focus on national security, international law, civil-military relations, cyberwar, airpower, counter-insurgency, military justice, and ethical issues related to the practice of national security law.
Join us live if you can (or pick the show up later) by clicking here.
You can also find the show later by visiting our iTunes page here.
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