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Bridging the collaboration gap Results from a global survey of collaboration on coalition operations Recommendations for smarter Defence collaboration. [email protected] Sofia, 2 April 2012. Contents. Introduction Overall findings Improving coalition operations - PowerPoint PPT Presentation
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© Copyright IBM Corporation 2012
Bridging the collaboration gap
Results from a global survey of collaboration on coalition operations
Recommendations for smarter Defence collaboration
Sofia, 2 April 2012
2 © Copyright IBM Corporation 2012
Contents
Introduction
Overall findings Improving coalition operations
- Collaborative Ways of Working
- Sharing information+ better common operational platform+ driving information management
- Exploiting technology
Improving Defence cooperation
Conclusions
3 © Copyright IBM Corporation 2012
We carried out a global defence survey to identify what could be done to improve coalition working
The global defence survey carried out interviews covering: - More than 100 individuals’ experience of
operations- Wide range of operation types- Respondents from 12 nations- including comments on a total of 340 coalition
partners from 61 nations- Wide range of respondents (all services, front &
back office, senior – junior ranks) - Operations from 1994 to 2008
Respondents were asked to:- rate the effectiveness of different aspects of
coalition operations- comment on what was difficult- Recommend their priorities for improvement
Invited external experts to provide their independent perspective
- Fred Stein, RUSI, HCSS
Note: see report for full survey demographics.
Figure 1: Survey sample – respondent country
Figure 2: Survey sample – coalition countries
US
Canada
UK
Europe
ROW
Sample size=106; Mentions = 340.
US
Canada
UK
Europe
Rest Of World (ROW)
Sample size=97
Introduction
4 © Copyright IBM Corporation 2012
There are three main areas where defence forces can intervene to improve their coalition performance
Introduction
Define roles and responsibilities, policies and procedures, organization structures. Develop new skills through training and development programs.
Implement NEC and the latest technologies to improve interoperability. Create a shared infrastructure and the technical tools to support more effective coalition operations
Create a Common Operational picture through improving the sharing of information among coalition members. Develop and implement common standards and policies to overcome security, language and other constraints to information sharing. Build trust in partners’ data.
COLLABORATIVE WAYS OF WORKING
EXPLOITING TECHNOLOGY
SHARINGINFORMATION
5 © Copyright IBM Corporation 2012
Our analysis aimed to highlight which factors have greatest influence on the effectiveness of coalition operations
Does effectiveness improve over time?
Does effectiveness depend on who you are?
Does effectiveness depend on what you are doing?
Composition of coalition
Nation
Seniority / length of service
Function
Duration of operation
Operation mission
Complexity of operation
Nature of collaboration
Introduction
6 © Copyright IBM Corporation 2012
Contents
Introduction
Overall findings Improving coalition operations
- Collaborative Ways of Working
- Sharing information + better common operational platform+ Information management
- Exploiting technology
Improving Defence cooperation
Conclusions
7 © Copyright IBM Corporation 2012
Overall effectiveness has remained consistent over time.
Would expect improvement through experience as well as technology innovation
Improvements could be offset by increased complexity of operations
Could be higher expectations of recent operations
A ceiling of effectiveness is not supported by survey findings
The overall findings indicate that coalition effectiveness is not improving over time
Figure 4: Effectiveness of coalitions v mid point
Operation Midpoint
Overall findings
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Source: IBM Global Defence survey
8 © Copyright IBM Corporation 2012
Shared language and culture plus strong overall capabilities are important determinants of coalition effectiveness
Coalitions comprising a broad range of different cultures and languages do not perform as well
Coalitions with a track record of co-operation, training on exercises and working together on coalitions will be more effective (e.g. “5 eyes”, NATO members)
Coalitions with “advanced” members can help improve the overall effectiveness of the coalition
the 4 eyes only nations hampered the information exchange to the other coalition partners. That resulted in a not well informed COP, with information held on 4 eyes only HQ’s.
NATO ops are without a doubt far more effective with regards to military operations.
Overall findings
However, there are several exceptions to these broad findings – we need to look deeper into the effectiveness of coalitions
9 © Copyright IBM Corporation 2012
US encourage collaboration, BUT USING THEIR STANDARDS and POLICIES - not all nations can agree, and secure collaboration is still a pipedream with all but a select few
The countries that are ranked as most effective coalition partners have shared language, culture and experience
Canada and the UK were rated highest as effective coalition partners.
The lower score the US received can be explained as a consequence of its leadership role
The lower scores of other European and the Rest of the World reflect the large number of countries, with different languages and cultures
Figure 5: Average effectiveness of coalition partners
The British were completely integrated into the United States command and control network and effectively acted in the role as U.S. forces. Japan and Korea were coordinated efforts but were not integrated into the command and control system
Overall findings
Coalition PartnerUS Canada UK Europe ROW
Ave
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Source: IBM Global Defence survey
10 © Copyright IBM Corporation 2012
Intelligence respondents and junior officers rated their coalitions more highly
Figure 7: Effectiveness of coalitions v rank
The intelligence respondents rated their coalitions as more effective than operational and C2 functions. Logistics scored their coalitions worst.
More senior officers view collaboration as less successful.
Figure 6: Effectiveness of coalitions v function
Overall findings
Currently, in theater, interagency collaboration is excellent at the lowest tactical levels, but lacks integration at the higher levels of command.
Ave
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Source: IBM Global Defence survey
11 © Copyright IBM Corporation 2012
Operations of shorter duration, appear to be more effective.
This applies to all the areas in which coalitions collaborate - through ways of working, information sharing and exploiting technology
Possible explanations include: - Greater complexity of long
operations- Greater intensity of short
missions- Greater expectations of longer
operations
Operations that last longer appear to be less effective
Figure 8: Effectiveness of coalitions v duration
Collaboration Areas
Overall findings
Ave
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Source: IBM Global Defence survey
12 © Copyright IBM Corporation 2012
Contents
Introduction
Overall findings Improving coalition operations
- Collaborative Ways of Working
- Sharing information+ better common operational platform+ driving information management
- Exploiting technology
Improving Defence cooperation
Conclusions
13 © Copyright IBM Corporation 2012
Effective coalitions need collaborative ways of working
We identified a number of actions that defence and military leaders could take to tackle the challenges of coalitions and improve ways of working:- Adapt policies and procedures - Change command and organizational
structures - Utilize incentives or rewards - Develop new skills- Make changes to leadership
competencies and behaviours
The key question is which of these actions will have the greatest impact at improving collaborative behaviours ? Effective collaboration is heavily depending on
respect and knowledge of culture, history, norms and values
Collaborative ways of working
Images courtesy of US Department of Defence: Defenceimagery.mil
14 © Copyright IBM Corporation 2012
Our recommendations to improve collaborative ways of working fall under three categories
Improve coalition planning
Implement solutions
Provide leadership and sponsorship
To the extent possible, review collaboration policies and procedures and respond to lessons learned prior to start of operations
Select leaders with an appropriate mix of collaborative behaviors.
A number of actions will need to be taken in combination for optimum impact.
Establish CONOPS/SOP that includes collaboration objectives and procedures.
Emphasise the development of key collaborative skills e.g. language skills and cultural awareness, particularly among leaders.
Preload integrated directory of all organizations/individuals the coalition anticipates collaborating with during operations
Networks work well for specific tasks, hierarchies for more structured decision making.
Organizational flexibility is needed to adapt accordingly.
Use performance metrics to measure and encourage collaborative behaviors.
Identify collaboration "champions in each organization. Ensure they are
identified and encouraged Staff colleges should be joint and multinational. Course content should encourage cross cultural understanding.
Organize multinational exercises specifically designed to address information sharing and collaborative behaviours.
Collaborative ways of working
15 © Copyright IBM Corporation 2012
Effective information sharing is essential to collaboration - by building a Common Operational Picture that aids coalition decision making.
Particular difficulties in information sharing in coalitions include managing with different languages, the different ways information is structured and building sufficient trust to overcome national security concerns.
There have been huge leaps forward in the volume of electronic information available to those on the front line – but is this a help or a hindrance? What improvements are needed that can make practical improvements in the way that information is shared?
The key element in sharing information is not technical - it is the absolute honesty and openness of revealing one's national position
Standardization and will to share information are critical. It is not a technological problem but a cultural one
Sharing information
Images courtesy of US Department of Defence: Defenseimagery.mil
16 © Copyright IBM Corporation 201216
Improve coalition planning
Implement solutions Provide leadership and sponsorship
Always aim towards a shared coalition Common Operational Picture, with an agreed baseline of authoritative data..
Create CONOPs/SOP to capture how the multiple networks and communication mechanisms will be used, and for what purpose
For tactical and non restricted information can minimise policy constraints on information sharing
Develop a structured approach to Information management – role based, with a balance between information availability and capacity to use it.
Implement multi level security systems, with proper partitioning and access control of sensitive data
Continue to progress multi-national harmonization of data standards
Deploy improved user tools to help with effective data analysis and mining
Improve the presentation of information – so as to better support decision making.
Support with adequate training and supervision
Establish proper attitude and commitment to effective collaboration- to build trust in partners data.
Effective communication of the various information sources and networks and how to use them effectively.
Intensify efforts to install the culture of “duty to share” in leadership behaviours and encourage creative approaches to collaboration.
Sharing information
Our recommendations to improve the sharing of information fall under three categories
17 © Copyright IBM Corporation 2012
Effective coalitions require technologies that work together
Many new technologies promise to improve joint working (e.g. from email, streamed video, data links and increasingly networking tools) but are these having the expected impact on the overall effectiveness of the coalition?
Defence forces have invested heavily in technology in recent years. Are they investing in the right things, or are there other priorities that can make a difference to the effectiveness of coalition operations?
Your network is only as strong as your weakest network link. Without Coalition compatible IT policies and procedures the network will be less secure and will prevent the development of compatible IT infrastructure.
Exploiting technology
Images courtesy of US Department of Defence: Defenseimagery.mil
18 © Copyright IBM Corporation 201218
Our recommendations to improve the exploitation of technology fall under three categories
Improve coalition planning
Implement solutions
Provide leadership and sponsorship
Establish and populate a coalition IT Command organization early in coalition planning.
Apply net-centric principles, open architecture and use commercial software where possible to facilitate interoperability of coalition member systems.
Where it is more practical to use the systems of coalition leader, manage the reactions of other coalition members.
Plan for the demands of new technologies (e.g. bandwidth)
Continue to progress multi-national approaches to harmonize technical standards, security policies.
Exploit technologies proven at improving collaboration –
translators and dynamic directory systems containing contact and access data.
Explore the potential uses of web technologies in particular situations Build language translation capabilities into solutions
Establish IT procurement policies that respond to coalitions’ needs
Ensure leaders are aware of how to exploit the latest technologies
Need to execute IT plans in a structured, co-ordinated way and phased way, consistent with the overall strategy
•Support IT deployments with adequate training and
communications.
Exploiting technology
19 © Copyright IBM Corporation 2012
Contents
Introduction
Overall findings Improving coalition operations
- Collaborative Ways of Working
- Sharing information + better common operational platform+ driving Information management
- Exploiting technology
Improving Defence cooperation
Conclusions
20 © Copyright IBM Corporation 2012
Improving Defence cooperation
Lessons learned international defence programs
Obstacles in big NATO projects are often the lack of political will to share risks and National interests influenced by interests of National industries
Delays in NATO projects are often caused by differences in political-strategic cultures related to the use of mil forces in conflicts
Interoperability is often not achieved due to the unwillingness of nations to commit time and resources and implement agreed standards.
Successful NATO projects are focused on lease and pooling of strategic airlift , sea transportation and logistic support of expeditionary operations
Common weapon systems maintenance programs by NAMSA are successful EDA has small project focus; most successful in common trainings programs
for helicopter pilots in co-operation with NATO Multinational programs like BICES and Majiic demonstrate that the way to
more Defence cooperation is via regional or via right sense countries
21 © Copyright IBM Corporation 2012
Improving Defence cooperation
Our recommendations to improve Defence cooperation
Focus on gaps and surplus capabilities
Considerate carefully
partnerships
Define the right collaboration area
Multinational units must be capable to work in complex civil-military environments
NATO should deliver capabilities in a much more agile manner
Pooling and sharing enforces common military power but must keep in place national disposition
Connect the capability development with existing capabilities and gaps on European level
The flexibility and speed to react on new security risks are important that means common acquisition, education and training concepts and agility of defence industries
Safeguard freedom to act in international forums
Multinational cooperation brings advantages, obligations & dependencies
Safeguard national claim in exceptional cases
Value national forces depend heavily on value in coalition
Align with similar political decision models, role of parliaments and strategic culture
Rely in an early phase on trustful industrial partnerships
Start with common acquiring and maintaining
Set up common operational concepts, training and education
Combine and share capability knowledge
Exchange and divide capabilities in the frame from operational collaboration
Decide to specialisation only with partner Nations who have same strategic culture & together huge operational experience
22 © Copyright IBM Corporation 2012
Contents
Introduction
Overall findings Improving coalition operations
- Collaborative Ways of Working
- Sharing information + better common operational platform+ driving Information management
- Exploiting technology
Improving Defence cooperation
Conclusions
23 © Copyright IBM Corporation 2012
Coalition planners can utilize the results of the Global Defence study to help optimize their coalition’s capabilities Coalition Planners will need to design an approach to their mission that
minimizes the collaboration gap
Increase
Capability
Simplify
Capability
Collaborative WoW Sharing Information Exploiting technology •Define coalition policies and ways of working
•Increase training in collaborative behaviours, cultures + supporting skills in Information and technology
•Use collaboration champions
•Improve COP, with greater trust in partners’ information
•Establish more detailed coalition information standards and procedures
•Invest in more sophisticated Information Management
capabilities
• Simpler COP, perhaps more driven by coalition leader’s information
•Lower volume of information sharing
•Simplify policies and procedures, particularly relating to security (with non restricted data)
• Minimize investment in formal coalition structures
•Simplify policies & procedures, organizational structures
•Adopt a less structured
approach to collaboration
•Establish a Common IT infrastructure, based on agreed standards, NCO strategy etc
•Provide sophisticated technologies to supplement traditional methods
•Adopt a more structured approach to IT procurement and deployment
•Make practical use of most effective existing infrastructure – e.g. of coalition lead
•Rely on interoperable technologies
•Keep it simple (e.g. IT policies)
Conclusions
24 © Copyright IBM Corporation 2012
Our survey respondents were optimistic with a clear message that coalition effectiveness can be improved There has been a long history with little noticeable improvement in the
effectiveness of coalition operations Coalition operations are becoming more complex and more pervasive – the
need to improve collaboration cannot be ignored However there are grounds for optimism:
- There are many very positive reports of effective collaboration – in some instances defence forces may be leading examples
- There is a clear appetite to get to the root causes of poor coalition performance, - Respondents at all levels and in all nations had positive recommendations for how
collaboration could be improved- Relatively new and emerging technologies and techniques are recognized as having
great potential to improve coalition effectiveness – but they will take time to become embedded
- Awareness and access to leading practices is growing as defence forces and others demonstrate innovative ways of collaborating
Conclusions
Efforts to improve collaboration must recognize the multi-national nature of the challenges.
25 © Copyright IBM Corporation 2012
Nations can make progress in five areas to ensure continuous improvement in Defence cooperation,
Include in their Defence planning process as a standard an investigation for multinational cooperation
Focus this investigation on gaps and surplus capabilities in coordination with NATO
Considerate by all means carefully partnerships in relation to the right collaboration area’s
Make use of successful multinational programs run by the EDA and the agencies of NATO
Rely in an early phase on trustful industrial partnership
To build collaboration capabilities in the longer term will require fundamental changes in the way defence forces operate
Conclusions
© Copyright IBM Corporation 2012
Bridging the collaboration gap
Results from a global survey of collaboration on coalition operations
Recommendations for smarter Defence collaboration
Sofia, 2 April 2012