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    The document discusses the need for agile command and control (C2) approaches to address the complexity of modern missions. It argues that increased complexity leads to greater unpredictability, challenging traditional C2 assumptions. Specifically, plans have shorter lifespans and critical information is less available. The implications for C2 are that the focus needs to shift from rigid structures to agile approaches at both the entity and collective levels. This involves rethinking C2 and considering a range of options for patterns of interaction and decision rights rather than traditional models alone. Agility is defined as the ability to adapt successfully to environmental changes while maintaining performance.

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    ICCRTS 15 2010 the Agility Imperative 6.16.10

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    The document discusses the need for agile command and control (C2) approaches to address the complexity of modern missions. It argues that increased complexity leads to greater unpredictability, challenging traditional C2 assumptions. Specifically, plans have shorter lifespans and critical information is less available. The implications for C2 are that the focus needs to shift from rigid structures to agile approaches at both the entity and collective levels. This involves rethinking C2 and considering a range of options for patterns of interaction and decision rights rather than traditional models alone. Agility is defined as the ability to adapt successfully to environmental changes while maintaining performance.

    Copyright:

    Attribution Non-Commercial (BY-NC)
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    14 views33 pages

    ICCRTS 15 2010 The Agility Imperative 6.16.10

    Uploaded by

    jgonzalezsanz8914
    The document discusses the need for agile command and control (C2) approaches to address the complexity of modern missions. It argues that increased complexity leads to greater unpredictability, challenging traditional C2 assumptions. Specifically, plans have shorter lifespans and critical information is less available. The implications for C2 are that the focus needs to shift from rigid structures to agile approaches at both the entity and collective levels. This involves rethinking C2 and considering a range of options for patterns of interaction and decision rights rather than traditional models alone. Agility is defined as the ability to adapt successfully to environmental changes while maintaining performance.

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    of 33

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    The Agility Imperative: Agile C2 for Complex Endeavors

    presented to

    15th ICCRTS
    Santa Monica, California June 22, 2010

    Dr. David S. Alberts Director, Research OASD/NII DoD CIO

    Questions to be Addressed
    Why is it imperative that we develop a capability to be agile?

    What are the implications for Command and Control?

    Is there a future for traditional approaches to Command and Control?

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    Questions to be Addressed
    Why is it imperative that we develop a capability to be agile?

    What are the implications for Command and Control?

    Is there a future for traditional approaches to Command and Control?

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    Roots of Unpredictability
    The root causes of a lack of Predictability A lack of understanding Irreducible uncertainty A lack of information

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    Roots of Unpredictability
    A lack of Predictability can be a result of:
    A lack of understanding Irreducible uncertainty (stochastic properties) A lack of information

    Complexity
    Limits understanding Increases uncertainty Increases the need for information

    Increased Complexity
    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    Increased Unpredictability

    Sources of Mission Complexity


    21st Century Missions are Complex Endeavors

    Complexity of the Task and Environment

    +
    Complexity of Self

    =
    Complex Endeavor

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    Task and Environment


    ian r a t a ni e c n sta i s As

    Co

    un

    t er

    Peace Keeping

    Ter

    H um

    ror i sm

    The success of 21st Century Missions requires a multi-dimensional effects space - political, social, economic, military The complexity of the mission is a result of the interactions between and among the effects, particularly across dimensions, and the uncertainties associated with s n o ti a a cascading effects chain. r pe
    er Re lief
    Sta ity l i b O

    D is

    ast

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    Complexity of Self
    Self = A large number of heterogeneous, independent entities that differ significantly with respect to:
    Culture, values and norms; Laws, policies, rules, and regulations; Practices and processes; Levels of trust; Language; Information and communications capabilities; Approach to organization and management.

    The complexity of Self comes from the nature of the interactions between and among the participating entities and the dynamics of the situation that affect entity willingness, constraints, perceptions, and capabilities.
    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    Questions to be Addressed
    Why is it imperative that we develop a capability to be agile?

    What are the implications for Command and Control?

    Is there a future for traditional approaches to Command and Control?

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    10

    Implications for Command and Control

    increases

    Complex Endeavors

    Unpredictability

    challenges basic assumptions re: Command

    challenges basic assumptions re: Control

    C2

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    11

    Challenges to Basic C2 Assumptions


    Unpredictability
    Increased complexity will make the unexpected occur with greater frequency The effective lives of plans will be shorter they may expire within the planning cycle Critical information and expertise necessary to understand the situation will not be readily available Traditional approaches to decision making under uncertainty will be less applicable
    The most appropriate response to increased complexity and the associated increases in uncertainty and risk is Agility
    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    12

    Implications for Command and Control

    increases

    Complex Endeavors

    Unpredictability

    challenges basic assumptions re: Command

    Agile C2

    challenges basic assumptions re: Control

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    13

    Challenges to Basic C2 Assumptions


    Complex Endeavors There will not be a unified chain of command. Entities will each have their own intent. The situation will be, in part, unfamiliar to all entities. There will be multiple planning processes. Critical information and expertise necessary to understand the situation will be non-organic. Actions, to be effective, will require developing synergies between and among entity actions.
    Complex Endeavors require new approaches to Entity C2 to achieve Collective Focus and Convergence

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    14

    Implications for Command and Control

    increases

    Complex Endeavors

    Unpredictability

    challenges basic assumptions re: Command

    Agile Entity C2
    &

    challenges basic assumptions re: Control

    Collective F&C

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    15

    Questions to be Addressed
    Why is it imperative that we develop a capability to be agile?

    What are the implications for Command and Control?

    Is there a future for traditional approaches to Command and Control?

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    16

    Future of C2

    What is Agility?

    Rethinking C2

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    17

    Essence of Agility:
    Why do we need Agility Success must be achieved / maintained in light of Dynamic environment
    Complexity and chaotic environment Unknown futures Unpredictable states Rapidly changing situations New, diverse circumstances Unexpected events Unfamiliar situations Changing tasks, purposes Loss, Damage, Threats

    Success = effectiveness, efficiency, survivability


    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    18

    Essences of Agility:
    What Needs to be Agile The concept of agility can be applied to People C2 Approaches Organizations Processes Systems Architectures Policy Doctrine Tactics Acquisition
    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    19

    Agility
    Agility is the ability to successfully cope with changes in the environment (system)

    e.g., - degradation / loss of capability - change in objectives - change in coalition (self) - .

    maintain acceptable level of - performance, - effectiveness, - efficiency


    requires

    - Timely recognition - Appropriate response - Timely response


    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    20

    Essence of Agility:
    Mechanisms Being agile includes the employment of one or more of the following inter-related mechanisms Adaptability Flexibility Responsiveness Survivability Resilience Robustness Requisite variety Innovation Learning Fault Tolerance Re-configurability Re-engineering

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    21

    Essence of Agility:
    Measuring Agility

    Agility is not completely observable Agility (or a lack of ) can be observed only after the fact (manifest) Agility is potential (a capability) until it is manifest Thus, measures of Agility must be able to measure both potential and manifest Agility Indicants of Agility are also of interest Indicants measure the properties of an entity that are related to more or less agility Indicants may be easier to observe / measure
    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    22

    Essence of Agility:
    Requisite Agility

    Agility is not an unlimited good Improving Agility involves costs The amount of Agility required is a function of the situation

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    23

    Future of C2

    What is Agility?

    Rethinking C2

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    24

    Future of C2

    What is Agility?

    Rethinking C2 and thinking about Focus and Convergence

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    25

    Rethinking C2 / Thinking about F&C


    The Mission Space and the Approach Space
    Virtually all endeavors will be complex Situations will be dynamic The more complex and dynamic the situation, the greater demands on accomplishing the functions associated with C2

    New, Agile Approaches to entity C2 and Collective F&C


    There are many ways to accomplish the functions associated with Command and Control No one approach fits all missions, situations, or endeavors The most appropriate approach will be a function of the endeavor Entities may need to be able to utilize more than one approach to C2 The Collective needs to be able to adopt an appropriate approach to F&C The approach needs to change with changing circumstances . The Agility Imperative - Agile C2 for Complex Endeavors June 2010 26

    Approach Space
    o f Dis In trib Pa Am form uti rti o at on ci ng io pa n nt s

    Patterns of Interaction Among Entities

    Allocation of Decision Rights to the Collective


    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    27

    Approach Space
    o f Dis In trib Pa Am form uti rti o at on ci ng io pa n nt s

    Patterns of Interaction Among Entities

    Traditional Military Organizations

    Allocation of Decision Rights to the Collective


    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    28

    Approach Space
    o f Dis In trib Pa Am form uti rti o at on ci ng io pa n nt s

    Edge Organizations

    Patterns of Interaction Among Entities

    Traditional Military Organizations

    Allocation of Decision Rights to the Collective


    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    29

    A False Choice
    o f Dis In trib Pa Am form uti rti o at on ci ng io pa n nt s

    Edge Organizations

    Patterns of Interaction Among Entities

    ?
    A
    Allocation of Decision Rights to the Collective

    Its not about how to get from A to B, but

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    30

    Agility
    o f Dis In trib Pa Am form uti rti o at on ci ng io pa n nt s

    Patterns of Interaction Among Entities

    Agile C2/F&C Involves the ability to move around the Approach Space appropriately

    Allocation of Decision Rights to the Collective


    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    31

    The Real Choices


    Approach to Focus and Convergence Endeavor Space

    What is the appropriate level of Maturity?

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    32

    Agile C2 / F&C
    C2/F&C Agility is the ability to maintain effectiveness as a function of changing circumstances and stresses Agility is an umbrella concept that includes:
    Responsiveness Robustness Resilience Flexibility Innovation Adaptability

    Being able to recognize and transition to the appropriate approach is an essential capability, but only one of the ways that we can make C2 / F&C more agile NEC C2 is inherently more Agile than traditional approaches

    The Agility Imperative - Agile C2 for Complex Endeavors June 2010

    33

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