Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Strategic Agility through Learning Doctrine

191 views

Published on

Pair of case studies: doctrinal evolution in the U.S. Navy in World War Two and TracerNet

Published in: Education
  • Be the first to comment

  • Be the first to like this

Strategic Agility through Learning Doctrine

  1. 1. excella.com @Honer_CUT Strategic Agility Through Learning Doctrine Trent Hone
  2. 2. Trent Hone • Agile Coach with Excella Consulting • 20+ years of development experience • Award-winning historian 1
  3. 3. Strategy and Doctrine What are they… really? Why do they matter? 2
  4. 4. Strategy is… “… deliberate search for continuing advantage…” “… an emergent property...” “It determines the means, establishes the boundaries, and provides the goals…” What is Strategy?
  5. 5. What is Doctrine? 4 Doctrine is… “… the set of implicit and explicit assumptions that govern the behavior of an organization.” “It is what we fall back on when precise instructions are unavailable.”
  6. 6. Insight…? Strategy and doctrine are synergistic Effective strategy triggers the emergence of better doctrines Better doctrines create the opportunity for more effective strategy 5
  7. 7. • OODA Loop • Col. John Boyd, USAF How do Strategy and Doctrine Evolve? 6 Observe Orient Decide ActPhoto by: Tim Felce
  8. 8. • Fractal • Applies broadly: • to Strategy • to Doctrine • to … OODA Loop 7 Observe Orient Decide Act Image by: Wolfgang Beyer
  9. 9. Is “active” OODA Loop 8 Observe Orient Decide Act Photo by: Paul Rutherford — UltiPhotos.com
  10. 10. The U.S. Navy – Part 1 9
  11. 11. The Pacific in 1942 10
  12. 12. Admiral King Pursues Offensive 11
  13. 13. Invasion of Guadalcanal 12
  14. 14. The Battle of Savo Island – 8-9 Aug 1942 13
  15. 15. TracerNE T – Part 1 14
  16. 16. • Startup • Developed tracking (and tracing) solutions • Small, “agile” team (hardware, firmware, software) • Poor focus TracerNET’s Early Days 15 Photo by: Thomas R Machnitzki
  17. 17. The New Strategic Goal 16 Photo by: Paul Lowry
  18. 18. Make the top 5 Ready-Mix producers in North America our customers! The New Strategic Goal 17 Photo by: McNeilus Concrete
  19. 19. • Focus increased significantly • We worked harder • We realized we lacked important capabilities Strategy Transformed Our Work 18 Observe Orient Decide Act Photo by: http://cdn.heavyequipmentguide.ca/
  20. 20. The U.S. Navy – Part 2 19
  21. 21. • Balanced Exploration and Exploitation • Fleet Problems and tactical exercises • Variability within the fleet • No defined approach – little codified “doctrine” • Learning was integral to the Navy’s approach Prewar Learning System 20
  22. 22. Initial Adaptations 21
  23. 23. Experimentation 22
  24. 24. Failures & Rapid Learning 23
  25. 25. • Commanders overwhelmed • Too much data • Too little actionable information • Formations need to be more stable • ”Minor Tactics” need more emphasis Lessons 24
  26. 26. Combat Information Center (CIC) 25
  27. 27. Revolutionary Tactics 27
  28. 28. • PAC-10: Current Tactical Orders and Doctrine, Pacific Fleet • Effective plans for “Minor Tactics” • Enabled interchangeability of ships and task groups • Transformed fleet tactics New Doctrines Emerge 28
  29. 29. Pacific Offensives 1942- 1944 29 Solomons Aug 1942 – Nov 1943 Central Pacific Offensive Nov 1943 – Oct 1944 Nov 1943 Oct 1944 Sept 1944 Feb 1944 June 1944
  30. 30. TracerNE T – Part 2 30 Picture by: AG84
  31. 31. ? • Co-located team • Small batches • Limited number of changes at one time • No process constraints – free to define our doctrine TracerNET was “agile” not Agile 31
  32. 32. • Scalability for centralized dispatch • Oracle support for distributed companies Two Crucial Challenges 32
  33. 33. • Lessons integrated • Doctrine evolves: Standardize customer installs • Application changes rapidly • Multithreading • Centralized dispatch support • Multiple database support • Defined interfaces for integration We Learn Rapidly 33
  34. 34. • 3 of top 5 producers were TracerNET customers • Winning the 4th • We transformed the landscape • And then it changed again… We Achieve Strategic Success 34
  35. 35. Concluding Thoughts 35
  36. 36. U.S. Navy • Take the offensive • Win in the Solomon Islands • Transform naval combat Strategy Frames the Opportunity 36 TracerNET • Create focus • Dominate Ready-Mix Market • Get acquired
  37. 37. Strategic action triggers doctrinal learning Strategy and Doctrine Synergistic 37 Observe Orient Decide Act Observe Decide Orient Evolutionary doctrine enables strategic opportunities
  38. 38. Doctrine is not Tactics 38
  39. 39. … but doctrine informs tactics Doctrine is not Tactics 39 • Doctrine is a frame for “how” • Strategy is a frame for “what”
  40. 40. What Can You Do? 40 • Use strategy to frame the space – “active” OODA • Become aware of doctrine • Develop feedback loops between them • Seek opportunities to evolve your doctrine
  41. 41. Thank You – Questions ? 41

×