Strategic Agility through Learning Doctrine

T
excella.com
@Honer_CUT
Strategic Agility
Through
Learning
Doctrine
Trent Hone
Trent Hone
• Agile Coach with Excella
Consulting
• 20+ years of development
experience
• Award-winning historian
1
Strategy and Doctrine
What are they… really?
Why do they matter?
2
Strategy is…
“… deliberate search for continuing advantage…”
“… an emergent property...”
“It determines the means, establishes the boundaries,
and provides the goals…”
What is Strategy?
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.”
Insight…?
Strategy and doctrine are synergistic
Effective strategy triggers the emergence of better doctrines
Better doctrines create the opportunity for more effective strategy
5
• OODA Loop
• Col. John Boyd, USAF
How do Strategy and Doctrine Evolve?
6
Observe
Orient
Decide
ActPhoto by:
Tim Felce
• Fractal
• Applies broadly:
• to Strategy
• to Doctrine
• to …
OODA Loop
7
Observe
Orient
Decide
Act
Image by: Wolfgang Beyer
Is “active”
OODA Loop
8
Observe
Orient
Decide
Act
Photo by: Paul Rutherford — UltiPhotos.com
The U.S.
Navy
–
Part 1
9
The Pacific in 1942
10
Admiral King Pursues Offensive
11
Invasion of Guadalcanal
12
The Battle of Savo Island – 8-9 Aug 1942
13
TracerNE
T –
Part 1
14
• Startup
• Developed tracking
(and tracing) solutions
• Small, “agile” team
(hardware, firmware, software)
• Poor focus
TracerNET’s Early Days
15
Photo by:
Thomas R Machnitzki
The New Strategic Goal
16
Photo by:
Paul Lowry
Make the top 5
Ready-Mix
producers in
North America
our customers!
The New Strategic Goal
17
Photo by:
McNeilus Concrete
• 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/
The U.S.
Navy
–
Part 2
19
• 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
Initial Adaptations
21
Experimentation
22
Failures & Rapid Learning
23
• Commanders overwhelmed
• Too much data
• Too little actionable information
• Formations need to be more stable
• ”Minor Tactics” need more emphasis
Lessons
24
Combat Information Center
(CIC)
25
Revolutionary Tactics
27
• 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
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
TracerNE
T –
Part 2
30
Picture by: AG84
?
• 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
• Scalability for centralized
dispatch
• Oracle support for
distributed companies
Two Crucial Challenges
32
• 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
• 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
Concluding
Thoughts
35
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
Strategic action
triggers doctrinal
learning
Strategy and Doctrine Synergistic
37
Observe
Orient
Decide
Act
Observe Decide
Orient
Evolutionary doctrine
enables strategic
opportunities
Doctrine is not Tactics
38
… but doctrine informs tactics
Doctrine is not Tactics
39
• Doctrine is a frame for “how”
• Strategy is a frame for “what”
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
Thank You
–
Questions
?
41
1 of 41

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Strategic Agility through Learning Doctrine

Editor's Notes

  1. USS FARENHOLT, DD-491
  2. Dr. Everett Carl Dolman is Professor of Comparative Military Studies at the US Air Force’s School of Advanced Air and Space Studies (SAASS).
  3. https://commons.wikimedia.org/wiki/File:F86F_Sabres_-_Chino_Airshow_2014_(cropped).jpg
  4. https://commons.wikimedia.org/wiki/File:Mandel_zoom_05_tail_part.jpg
  5. Photo: Paul Rutherford — UltiPhotos.com
  6. Cruiser QUINCY, CA-39 Wrecked and burning
  7. Photo by Thomas R Machnitzki: https://commons.wikimedia.org/wiki/File:Durham_school_bus_depot_Shelby_Oaks_Dr_Memphis_TN_01.jpg
  8. https://commons.wikimedia.org/wiki/File:Concrete_Transport_Truck.jpg
  9. https://www.facebook.com/mcneilusconcrete/photos/a.396554414073.172661.168909779073/10153607281794074/?type=3&theater
  10. http://cdn.heavyequipmentguide.ca/files/products/image/medium/0016/3766_0_aa0b3_30867_mixer-cemstonevr4g8721-dl-copy.jpg
  11. USS SAN FRANCISCO, CA-38 at Mare Island, CA. Circles show battle damage. Rear Admiral Norman Scott Rear Admiral Daniel J. Callaghan
  12. USS WASHINGTON, BB-56 Rear Admiral Willis A. Lee
  13. USS MINNEAPOLIS, CA-36 USS ST. LOUIS
  14. USS DENVER, CL-58 Rear Admiral Aaron S. Merrill, (left) working with a maneuvering board on USS Montpelier (CL-57), during operations in the Solomon Islands, 23 December 1943. Captain W.D. Brown is also present.
  15. Destroyer CHARLES AUSBURNE, DD-570 Captain Arleigh A. Burke, Commander Destroyer Squadron 23, during operations in the Solomon Islands, circa 1943.
  16. https://en.wheelsage.org/peterbilt/348/107431/111701/pictures/av4h5e/
  17. https://msdn.microsoft.com/en-us/library/aa260644.vb6tovbdotnetfig3a(l=en-us,v=vs.60).gif
  18. Old “flush-deck” destroyers during the interwar period.
  19. Use strategy to frame the space – “active” OODA Become aware of doctrine Synergistic with strategy Create the “what” Allow doctrine to inform the ”how” Develop feedback loops between them Seek opportunities to evolve your doctrine; otherwise Tactics will lag Strategy will unravel