Front Cover _ Photo collage by Brandon Chhoeun
Back Cover _ Photo collage by Inci Kucukaksoy
Contribution_ Petty Officer, 1st Class Vincent Micheletti, French Navy
THE THREE SWORDS
JWC PAO Commander Daniel Gage, United States Navy Major Arne K. Olsen, Norwegian Army DEAR READER, Inci Kucukaksoy, NATO Civilian Once again, it is my pleasure to introduce to you the latest edition of Sonia Bjerke Abdelmaguid, NATO Civilian The Three Swords magazine. As usual, thanks to our many contribu- tors, it is full of relevant and useful information. In particular, this edition focuses on the Connected Forces Initiative (CFI) within NATO Editors and includes articles on cyber defence, the CFI itself, as well as on Inci Kucukaksoy JWC's efforts at improving its organisational culture. As has been Sonia Bjerke Abdelmaguid the case in past editions, the majority of the articles come from JWC staff members, but we are also fortunate to have articles from our strategic partners, the Centres of Excellence, and an art icle written Layout by General Hans-Lothar Domröse, Commander of Allied Joint Force Inci Kucukaksoy Command Brunssum. As the Chief Public Affairs Officer for JWC, I may be a bit biased when I say this is one of the best military magazines I have seen certainly within NATO, but also throughout my career as a Pub- THE THREE SWORDS is the Joint Warfare lic Affairs Officer. The willingness of Ge neral Domröse to take time Centre's authorised magazine published from his busy schedule to contribute an article speaks volumes for three times a year by the Public Affairs the magazine's reputation within NATO. Again, it would not be pos- Office. It presents a compilation of articles, sible without the contributions from you, the reader. So, I encourage editorials, opinions, news and general you to submit articles of interest to your Public Affairs team. information related to the JWC as well as a With summer right around the corner (we hope!) there are variety of key defence and security issues. little signs of life slowing down here at JWC. Our Pr ogramme of Opinions expressed in this magazine are Work is packed with events that will keep us busy until the summer those of the authors and do not necessarily leave period, which provides everyone with a welcome break from represent the policies and points of view of the endless string of planning conferences and meetings that are NATO. The Editor reserves the right to edit required to put together an exercise. or shorten submissions. We continue breaking ground with many "firsts" for JWC, in- cluding the recently concluded exercise TRIDENT JAGUAR 14, where we simultaneously trained two commands from the NATO Force Structure. So, take time to recharge your batteries during the sum- JWC Public Affairs Office (PAO) mer leave period and get ready for a busy fall with exercises TRI- PO Box 8080, Eikesetveien DENT JUN CTURE and TRIDENT LANCE. Until then, happy reading! 4068 Stavanger, Norway Tel: +(47) 52 87 9130/9131/9132 Internet: www.jwc.nato.int Commander Daniel Gage Facebook: facebook.com/NATO.JWC United States Navy Chief Public Affairs Office (PAO) [email protected]
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The Three Swords Magazine 26/2014 3
JWC TRJR 14 EXCON in Menorca, Spain.
Clockwise from top left: Major General Buehler with NATO Secretary General Anders Fogh Rasmussen, 6 November 2013; international media during exercise STEADFAST JAZZ (SFJZ 13) Distinguished Visitor's Day (DV Day); Major General Buehler with Deputy Supreme Allied Commander Transformation (DSACT), Italian Air Force General Mirco Zuliani, during exercise TRIDENT JAGUAR 14 (TRJR 14) DV Day in Menorca, Spain on 10 May 2014; JWC's TRJR 14 EXCON team in Menorca, Spain, on 11 May 2014; Major General Buehler with SACT, General Jean-Paul Paloméros, during exercise SFJZ 13; visit of Norwegian Air Force Lieutenant General Morten Haga Lunde, Commander Norwegian National Joint HQ, to JWC on 7 February 2014. About the visit the Lieutenant General said: "It will contribute to the development of high-quality exercise and training scenarios that are useful to both Norway's defence and within the Alliance." Photographs by JWC PAO and NRDC-ESP PAO.
4 The Three Swords Magazine 26/2014 FOREWORD
Major General Erhard Buehler German Army Commander, Joint Warfare Centre
ELCOME TO THE ready evident to me from the start: JWC spring edition of has some of the most talented and dedi- JWC's The Three cated personnel within NATO. Because Swords magazine. of that ta lent and dedication, I am fully This issue mainly confident the JWC will be able to deliver focuses on NATO's Connected Forces its deman ding Programme of Work and WInitiative (CFI), which has a significant meet the challenges of the future and CFI. impact on how we deliver and conduct My vision for JWC's future role in CFI is training and exercises for the NATO one that: delivers four multi-tier opera- Command and Force Structures. CFI is tional level exercises per year; reinforces more than the latest buzz word — it is an the links between the forces of NATO imperative for NATO's future. Nations; and establishes the JWC as a key element in ensuring doctrine is current For the Joint Warfare Centre and that exercises incorporate concept (JWC), CFI means an increased focus development and experimentation. on the importance of the training and exercises we deliver. As NATO transi- As part of JWC's commitment to tions from an operational footprint back taking on these cha llenges, we undertook to a contingency force, we must ensure the unprecedented process of eva luating, NATO forces maintain their edge and are understanding and intentionally shap- ready to respond at a moment's notice to ing our organisational culture. This is a any number of possible scenarios. As our current real world events process that continues today and one that I am committed to and demonstrate, we can never let our guard down, and training and fully embrace. The concepts presented through our partner Senn exercises are a key aspect of preventing that from ever happening. Delaney are nothing revolutionary, but we must all be mindful of To that end, we must continue to plan, develop and deliver exercises the "shadow" we cast as leaders and continually strive to improve that provide evermore thought-provoking and realistic scenarios both individually and collectively as an organisation. In addition to that challenge our Training Audiences, whether that is at the stra- shaping our culture, we are currently engaged in a complete review tegic, operational or tactical level. of how we are structured as an organisation, with the end goal of realigning our resources where necessary in order to most effec- However, CFI does not come without challenges. It will tively and efficiently deliver our Programme of Work. require a deeper level of commitment on behalf of Member Na- tions. It will require change and greater adaptability in how we go I would also like to take this opportunity to congra tulate NA- about our business. If successfully implemented and embraced, the TO's next Secretary General, Mr. Jens Stoltenberg on his recent ap- end result will be improved readiness and interoperability of our pointment. He has a history of strong support to NATO and as Nor- forces. As JWC recently demo nstra ted during TRIDENT JAGUAR way's former Prime Minister he has de monstrated a commitment to 14, where for the first time, two Training Audiences were exercised improving the country's defence posture. As Norway's NATO foot- simultaneously as NATO Joint Task Forces leading two separate print, JWC is proud to welcome Mr. Stoltenberg to the NATO team. small joint operations, I am confident in our ability to adapt to and successfully meet these challenges. Finally, as your Commander, I am proud to lead such a ta lented group of professionals. We have many challen ges that lie Now that JWC is firmly marching forward into its se cond ahead and I am fully confident in JWC's ability to meet those chal- decade of training NATO's forces, and I close in on the comple- lenges head on. I hope you find this edition of The Three Swords tion of my first year at JWC, I can see more clearly what was al- magazine useful in improving and deve loping your knowledge.
The Three Swords Magazine 26/2014 5
6 The Three Swords Magazine 26/2014 STEADFASTJAZZ 13 On FOCUS
Drawsko Pomorskie Training Area, Poland — NATO and Partner Nations conducted STEADFAST JAZZ 13 (SFJZ 13) in Lat- via and Poland from 2 to 9 November 2013. The event marked the culmination of a series of dynamic and demanding exerci ses designed to train and test troops and Commanders from the NATO Response Force (NRF). The STEADFAST series of exercises are part of NATO's efforts to maintain connected and interoper able forces at a high-level of readiness. To date, 18 exercises have been held in the series, including SFJZ 13, with elements hosted in 14 different countries. The goal is to make sure that the NRF troops are ready to deal with any situation in any environment. (U.S. Army photograph by The 1st ThreeLieutenant Swords Alexander Magazine Jansen.) 26/2014 7 NRF 14 CERTIFICATION EXCLUSIVE
By General Hans-Lothar Domröse German Army Commander HQ Allied Joint Force Command Brunssum (JFC BS) Photograph by JWC PAO by Photograph TRAINING Exercises STEADFAST JAZZ 13 and TRIDENT JUNCTURE 15 Steps to Connected Forces
"SFJZ 13 was only the OWADAYS NATO IS GRADUALLY reducing its pres- ence on d eployed operations, therefore, the enduring priority is first step of a process to ensure this organisation remains vigilant and prepared to meet future challenges and threats with agile, capable and interoper- that will continue able military forces. In February 2013, NATO Defence Ministers throughout this Nendorsed the project to enhance NATO's training and exercise programme in order to preserve the high-level of training and cohesiveness NATO and Partner and next year with countries achieved in the past decade of combat operations. This project has set TRJE 15 on the path the standards of the future NATO training activities with the aim to work ef- ficiently together. to full implementation Multinational harmonisation is undoubtedly a challenge. It represents a of NATO's latest long term effort, but many modern defence capabilities and trai ning activities re- quired to deal with today's challenges are extremely expensive to acquire and e xe- Command Structure." cute. Only by involving national contributions can NATO be successful, cre dible ►►►
8 The Three Swords Magazine 26/2014 CONNECTED FORCES
and satisfy national requests to use mo ney in close cooperation, coordination and liaison only the first step of a process that will con- a smarter way, at a time of severe budgetary with Host Nations, IOs/NGOs and local tinue throughout this and next year with ex- restrictions. Put simply, we have got to get authorities. A very proactive approach was ercise TRIDENT JUNCTURE 2015 (TRJE more "bang for the buck". Exercise STEAD- applied to involve Partner Countries. These 15), on the path to full implementation of FAST JAZZ 2013 (SFJZ 13) was the direct Nations were embedded in both the live NATO's latest Command Structure. consequence of this new way of thinking and the command post exercise serials to in NATO. In November 2013, about 6,000 e nable observation of NATO's operational EXERCISE TRJE 15 will be a milestone personnel from 28 NATO Member Nations decision-making process. event for NATO and will represent the larg- as well as three Partner Nations (Sweden, As always, an exercise of this scale est test ever for the NRF. A high-vi sibility Finland and Ukraine) trained and exercised embraced a number of new threats, c yber, event (planned to incorporate more than together in a number of Alliance Nations, for example, and a range of lessons iden- 20,000 troops supported by large numbers including the Baltic States and Poland. It tified. Of note, throughout the exercise of aircraft and ships), it will demonstrate was the first time since 2006 that, in the the deployed Combined Joint Task Force that the end of ISAF and the operational STEADFAST exercise series, a live exercise (CJTF) HQ worked in a ten ted structure benefits derived from that mission does not (LIVEX) serial was included in a Collective drawn from, what NATO labels "Capability herald the end of NATO. Exercise TRJE 15 Defence scenario. Package 156". Command Post 156 is an in- will be on an almost unprecedented scale, novative d eployable structure conceived to involve both Allies and Partners, embrace THE AIM OF the exercise was to cer- house a headquarters even in the most ex- a so-called "plug and play" capability that tify Joint Force Command Brunssum for its treme conditions. will allow Nations to participate as briefly standby command role of NATO Response Additionally, the Training Audience or long as they wish and provide a first- Force (NRF) 2014. This is a very important was challenged by the SKOLKAN scena rio, class platform in support of the Connected task as the NRF is a technologically ad- deve loped by the Joint Warfare Centre For ces Initiative (CFI). vanced multinational force made up of land, (JWC) Stavanger, after two years of a very With TRJE 15, all Allied Command air, maritime and Special Forces Compo- involved process shared between NATO Operations (ACO) and Allied Command nents that the Alliance can deploy quickly lea dership, NATO Force and Command Transformation (ACT) entities will be given wherever needed. As such it is the "tip of the structures. Thanks to this scenario, the par- a golden opportunity to train together with spear" in terms of NATO's ability to respond ticipants stepped forward towards exercis- NATO, Partner Nations and the larger ci- to an emerging crisis and is often referred to ing NATO self-defence operations. SFJZ vilian environment, to test the new NATO as the Alliance's "Fire Brigade". Exercise ob- 13 was a real challenge, but on 8 November Command Structure like never before, and jectives included a desire to promote trans- 2013, after two weeks of intense, multina- to challenge the NRF concept. parency of the NRF's military capabilities; tional joint military training, the exercise In conclusion, the task will not be emphasize its high-readiness posture that successfully concluded and some weeks easy but it will demonstrate and underpin allows swift response to short notice opera- later, Joint Force Command Brunssum was the cohesion that sits at the heart of the Al- tions; exercise joint coordination, planning certified ready to assume command of the liance itself. At our HQ we are grateful for and preparation procedures; and practice NRF 2014. However, exercise SFJZ 13 was this opportunity!
Above: General Philip M. Breedlove, SACEUR; General Hans-Lothar Domröse and General Knud FURTHER READING Bartels, the Chairman of the Military Committee. Middle: Camp Adazi (Latvia), photograph by For these related stories, visit www.jfcbs.nato.int JWC PAO. Left: Guests attending the exercise DV Day on 7 November view an information * NATO Defence Ministers move forward with display about some nations participating in the multinational exercise. Connected Forces agenda, www.nato.int/cps/en/ natolive/news_104241.htm
The Three Swords Magazine 26/2014 9 10 The Three Swords Magazine 26/2014 APPENED AT H ? WH
During the demanding ex- ercise, which tested and trained Joint Force Command Brunssum (JFC Brunssum) in preparation for its role as the 2014-ready NRF, Commander Joint Warfare Centre (JWC) German Army Major General Erhard Buehler served as the Offi- cer Directing the Exercise (ODE).
"In designing the exercise script, JWC was able to test the Command and Control of the JFC as well as specialised areas such as cyber defence and Ballistic Missile De- fence," Major General Erhard Buehler said. He then added that JWC's role in the actual execution of the exercise was that of a stage manager: "The people of JWC are the ones Connected who actually control the type of situations or incidents that the Training Audience (TA) has to respond to, using JEMM (Joint Exercise Management Module), which is a s ophisticated software programme. We Forces also provide advisers to the TA and ensure that current doctrine is in line with how ON MONDAY 13 JANUARY 2014, Major General Erhard Buehler, Commander JWC, they conduct their operations." hosted the JJJ meeting to foster mutual understanding, teamwork and further co- operation between NATO's three training centres. The discussions, led by HQ ACT's Joint Force Trainer (JFT), aimed to better understand what the future might look like Clockwise from top: for NATO training and how the Centres might best position themselves to meet it. JJJ Two Polish F-16s, photograph by SSgt Ian (also known as the Triple J) represents the three fundamental pillars of NATO's train- Houlding GBR Army; NATO Secretary General talking to the journalists; an Italian NH-90 ing, namely the Joint Warfare Centre, Stavanger, Norway; the Joint Force Training helicopter from ITS Caio Diulio landing on Centre (JFTC), Bydgoszcz, Poland and the Joint Analysis and Lessons Learned Centre board NATO flagship HNLMS De Ruyter, (JALLC), Lisbon, Portugal. photograph by NATO; Prime Minister of Lithuania Algirdas Butkevicius (left), President The theme of this year's meeting was "United in Purpose". of Latvia Andris Berzins (2nd from left), "This meeting was a perfect opportunity for the JJJ Commanders to meet and discuss President of Poland Bronislaw Komorowski the challenges we all face to provide the highest quality training to NATO," said Briga- (centre), Anders Fogh Rasmussen and dier General John W. Doucette, adding: "It was a very open and transparent atmos- Chairman of the NATO Military Committee General Knud Bartels (right), at the press phere and I greatly appreciate the leadership of Vice Admiral Javier Gonzáles-Huix, event following the LIVEX demonstration on 7 DCOS JFT, to unite us in purpose to serve the headquarters and force structure." November, photograph by SSgt Ian Houlding; NATO training has intensified both in scope and complexity due to the end of the General Philip Breedlove, SACEUR, meets combat mission in Afghanistan at the end of this year and the consequent shift from with Polish soldiers at the Ziemsko Airfield a campaign posture to a contingency. While detailed preparations continue for post- in Poland, 7 November; NATO Secretary ISAF engagement and the Resolute Support Mission, the training provided for the General Anders Fogh Rasmussen visits JFC NATO Response Force (NRF) remains at the heart of the Alliance's Connected Forces Brunssum Deployable Headquarters, Riga Initiative (CFI) to ensure that NATO forces are prepared and seamlessly connected (Latvia). He is accompanied by the President of Lithuania (Mrs. Dalia Grybauskaite), to tackle any future challenges and threats, "even the unexpected", to quote NATO President of Estonia (Mr. Toomas Hendrik Secretary General. Ilves), President of Latvia (Mr. Andris Berzins) and Commander JFC Brunssum (General (By Inci Kucukaksoy, JWC PAO. Triple J logo by Chris Hill, JWC Media Section. To read Hans-Lothar Domröse). the full article, visit www.jwc.nato.int)
The Three Swords Magazine 26/2014 11 JWC: ODE As ODE, the JWC led by Major General Buehler was responsible for the approximately 18 months of planning and design efforts that led up to the actual EXERCISE e xecution of SFJZ 13. JWC then served as the Exercise Control (EXCON) from both Adazi Military Base near Riga (Latvia) and at JWC in Stavanger (Norway). DIRECTOR
DID YOU KNOW? STEADFAST JAZZ involved 3,000 Major General Buehler, headquarters personnel from JFC Brunssum, its ele- COM JWC and Exercise Director ments, and the JWC, along with personnel from the Bal- tic countries of Latvia, Estonia and Lithuania, plus an additional 3,000 personnel who participated in a live-fire exercise at Poland's Drawsko Pomorskie Training Area.
Photographs by JWC PAO
12 The Three Swords Magazine 26/2014 "The CFI will be the transformational driver to maintain Allied forces' cohesion, and provide the military capability required to support political decisions." — SACT, General Jean-Paul Paloméros
The Implementation Plan for the CFI FRAMEWORK FOR MAJOR NATO EXERCISES FROM 2016 AND ONWARDS
By Lieutenant Commander Sefa Demirel, Turkish Navy; Lieutenant Colonel Stig Karoliussen, Norwegian Air Force; Wing Commander John Watson, British Air Force RAP Branch Joint Warfare Centre
HE CONNECTED Forces lustrative framework for major NATO exer- Recent strategic documents provide the fol- Initiative (CFI) is the formula- cises from 2016 and onwards. Amongst the lowing specific guidance for major NATO tion which aims to shift NATO criteria, this annex depicts exercise Train- exercises from 2016 and onwards: from current operations to an ing Audiences, intensity (high/low inten- Alliance-wide, enduring pro- sity tasks), methodology (e.g. CAX/CPX, • Within each three-year cycle, major grammeT in order to enhance and sustain LIVEX) and the scenario type. However, NATO exercises are to address the whole NATO's military preparedness and opera- this is non-binding and has to be consid- range of Alliance missions, including tional edge in an age of uncertainty. Fun- ered as a model for real exercise planning. large-scale high-intensity o perations, and damental e lements of CFI seek to maintain The methodology used for Chapter Four is to take into account ongoing operations NATO's readiness and combat effectiveness an overall analysis of the NATO major ex- as well as NATO R esponse Force (NRF) through expanded exercises and trai ning, ercises in terms of demand and supply, and obligations. increased exercise opportunities and na- risk. The requirements for major exercises tional involvements, linkages, Partner Na- derive from an analysis of NATO's Level of • Every three years (2015, 2018, 2021 etc.) tions' involvement and better use of technol- Ambition and an additional (higher) guid- NATO will conduct a high-visibility ex- ogy, which will all be applied to the overall ance possibly affecting the exercise require- ercise (to include a deployable Command exercise and training pr ogramme. Indeed, ments. After looking at NATO's means and Post Exercise/Computer Assisted Exer- the implementation of CFI is one of the key capabilities, Chapter Four continues by cise) and parts of the exercises, which measures addressed in the Chicago Defence giving an indicative example of a five-year are combined, joint and live (at land di- Package to achieve the goal of delivering exercise programme and an analysis of the visio nal level and joint equivalent for the "NATO Forces 2020". gap between the exercise requirements and other components), based on, but not lim- NATO's capacity to run exercises in NATO- ited to, the NRF. Chapter Four run facilities, such as the Joint Warfare Cen- The purpose of Chapter Four of the CFI tre (JWC). It concludes with a consideration • In the years where no high-visibi lity ex- Implementation Plan is to develop an il- of ways to close any gaps and mitigate risks. ercises are conducted (2016, 2017, 2019 ►►►
The Three Swords Magazine 26/2014 13 CONNECTED FORCES
TRIDENT JAGUAR 14 Training Audience in Stavanger. Right: Colonel Stephen Williamson, Chief Joint Exercise Division. Below: Chief of Defence of the Republic of Latvia, Lieutenant General Raimonds Graube and Commander JWC (also exercise ODE) Major General Erhard Buehler. Photographs by JWC PAO.
etc.), and if force generation allows, other • fully establish and validate the d eployable and one NFS HQ certification exercise. Dur- live exercises could be conducted with the elements of the NATO Command Struc- ing late summer, the on-standby NRF HQs ambition of bringing such live exercises to ture, and further develop the relationship then need to be activated and validated. The a brigade le vel or joint equivalent. with the NATO Force Structure, particu- biggest event will probably be the NRF cer- larly with the national HQs; tification, which is given each autumn. With • The aim is also to maintain balance other events on the JWC Programme of b etween training for Article V Collec- • maintain and enhance the ability to Com- Work (POW) running in parallel, the staff tive Defence and Non-Article V Crisis mand and Control wide range of opera- will be required to show flexibility in order Response Ope rations, which encompass tions at the strategic and o perational level. to accommodate all these events. both high and low intensity scenarios. What does this imply for JWC? NATO Training Centres • The first three-year cycle (2016–2018) is Put simply, in the first two quarters of every The CFI is postulated as a series of inter- considered a trial period. year, we need to plan and facilitate one Sin- linked activities involving education and gle Service Command (SSC) certification training (including exercises), the NRF and CHAPTER FOUR provides a trai ning technology. As a collective trainer and cata- baseline in order to match the collective lyst for transformation, the Joint Warfare exercise requirements with a multitude of Centre has already started experiencing guidance from NATO Nations and explains CFI within its normal business of delivering structures, forces, means and capabilities. transformative training and exercises. How- The main contribution to this foundation ever, the new NATO exercise programme will be a deeper engagement with the Part- written in Chapter Four of the CFI Imple- ner Nations and other international institu- mentation Plan needs to be matched against tions to build on cooperative security, and NATO's anticipated ability to organise and maintain and enhance those partnerships conduct training. In combination, and under which have developed over the last 15 to pre sent circumstances, the JWC and the Joint 20 years of operations. NATO Command Force Training Centre (JFTC) have the abil- Structure (NCS)-led exercises will be at ity to conduct annually up to four, joint/com- the forefront of gluing the NCS and NATO bined, multi-level synthetic Command Post Force Structure (NFS) capabilities together. Exercises (from Major Joint Operation+ to This will also be an example for a robust ex- Small Joint Operations). These levels include ercise programme to: linking and/or merging exercises where fea- sible and within means and capabilities. • exercise the NATO Crisis Management The number of major exercises JWC system from the strategic to tactical level; and JFTC can conduct annually is likely ►►►
14 The Three Swords Magazine 26/2014 This year's first JJJ meeting was presided over by Spanish Navy Vice Admiral Javier Gonzáles-Huix, ACT's Deputy Chief of Staff Joint Force Trainer (DCOS JFT), from Norfolk, Virginia, USA. Also attending were the respective Commanders of the JJJ: Major General Buehler, Commander JWC and the host; Polish Army Brigadier General Wojciech Grabowski, Commander JFTC; and Romanian Army Brigadier General Mircea Mîndrescu, Commander JALLC. Photograph by JWC PAO.
to be modified if either Centre has the re- provide the joint enablers in support of Ex- Conclusion sponsibility for pre-deployment training ercise Control (EXCON) functions, in par- The CFI is a major part of Allied efforts to in support of NATO-led operations. With ticular the Lower Control, the Side Con- achieve "NATO Forces 2020". In the NATO post-ISAF training requirements yet to be trol (flanking formations) and Opposition context, CFI is everybody's business and determined, the indicative NATO-run ex- Force (OPFOR) Response Cells, together for everybody's benefit. We must, though, ercise programming described in Chapter with Subject Matter Experts (SMEs) for the remain pragmatic, and note that it is the Al- Four, and subsequent gap analysis, do not deve lopment and execution of the Main lies who will make the programme happen consider any pre-deployment training. Ul- Event and Main Incident (MEL/MIL) List through their commitment of forces and timately, it will be a question of prioritising scripting before and during exercise play. resources. Chapter Four offers an indi ca tive the resources available, based on SACEUR's Experience shows the level of contribu- programme of NATO-run major exercises. Annual Guidance on Education, Training, tions from the NATO Command and Force It aims to practice and test joint and com- Exercises and Evaluation. Stru ctures, and national assets are directly ponent level Command and Control in a proportional to the volume, complexity, multinational setting and to add value to JWC AND JFTC are reliant upon NATO authenticity and intensity of the exercises Allies' efforts in preparing their own forces. Command and Force Structure HQs to provided subsequently. The programme also offers a balance be- tween an ambitious but also reasonable and achievable exercise plan, within the present realities of NATO and national resources. Implementation of CFI is a challenge for NATO, but at the same time an excel- lent opportunity for the JWC to put the warfare element back into the organisa- tion. Will we be overwhelmed? This ques- tion will be answered as we conclude TRI- DENT JAGUAR, TRIDENT JUNCTURE and TRIDENT LANCE later this year. Conscious planning will be key to success- ful training events, at the same time we must stand ready to changes to the Train- ing Audience exercise requirements - such as 24/7 operations and introdu ction of new U.S. Army Lieutenant General Frederick Hodges operational concepts. (right), Commander LANDCOM, during a briefing about exercise TRIDENT LANCE 14.
Interview with Lieutenant General Hodges is on page 61.
The Three Swords Magazine 26/2014 15 CONNECTED FORCES
JOINT CAPABILITY INTEGRATION Above, left and right: Exercise TRIDENT JAGUAR 14, Stavanger, Norway. Photographs by JWC PAO. AT THE JOINT WARFARE CENTRE JWC VISION
Deliver four multi-tier operational level exercises a year Reinforce links between the forces of NATO Nations Establish JWC as a key player for future doctrine and concepts
Meet NATO Level of Ambition
- Quality over quantity - Deliver robust multi-level complex joint training - Challenge NATO Crisis Management system from strategic to tactical level - Encourage further integration of NATO and FURTHER READING National exercise programmes * The Connected Forces Initiative http://www. - Prepare for both Article V Collective Defence and nato.int/cps/en/natolive/topics_98527.htm Non-Article V Crisis Management * Connected Forces Initiative: Reshaping Priorities http://www.act.nato.int/article-2013-1-4
16 The Three Swords Magazine 26/2014 TRIDENT JAGUAR 14, photographs by JWC PAO.
CONNECTED FORCES
JOINT CAPABILITY INTEGRATION AT THE JOINT WARFARE CENTRE
By Lieutenant Colonel Barrett Burns, United States Army SO Concept Development, JCID Joint Warfare Centre
Why transform? JOINT CAPABILITY In the face of continually evolving politi- capacity starts at the military strategic lev- INTEGRATION at the JWC cal and military requirements and an ag- el with Allied Command Transformation is the synchronisation of ile opposition, a force that remains static (ACT), created in 2003 as part of NATO - practicing existent procedures and doc- Command Structure reform. interdependent processes trine - will become increa singly irrelevant. Within ACT, Deputy Chief of Staff in the areas of concepts, To drive necessary adaptations, NATO has (DCOS) Capability Development (CAP- experimentation, lessons embraced military transformation as an or- DEV) provides guidance and direction for learned and doctrine to ganic part of both structure and function. the activities that identify and prioritise Al- enable TRAINING AUDIENCE This capacity for change, illustrated by the liance capability gaps, then synchronises the prominence of programmes like the Con- delivery of military and non-military solu- TRANSFORMATION and nected Forces Initiative (CFI), enables NA- tions through a holistic capability deve lop- NATO INSTITUTIONAL TO's military structure to react in a timely ment approach. Development and deliv- IMPROVEMENT. manner to political and military changes. ery of these solutions are made through The structure to lead this transformative the ACT Transformation Network, which ►►►
The Three Swords Magazine 26/2014 17 CAPABILITY INTEGRATION
nisation of interdependent processes in the art in NATO and to improve exercise de- areas of concepts, experimentation, lessons livery through training analysis and lessons learned, and doctrine to enable Training learned. The operational level exercises de- Audience transformation and NATO insti- livered by JWC also provide NATO with a tutio nal improvement. It is the logical result co ntrolled environment to validate and im- The operational level of the unrelenting need to transform NATO prove the operational level doctrine in the exercises delivered forces to meet current requirements. The Allied Joint Publications (AJPs). To meet specific implementation of Joint Capability these challenges, JWC has re-aligned JCID “by JWC also provide Integration in operational level exercises resources from providing exercise delivery NATO with a controlled has been shaped by the development of support to leading the transformational environment to ACT, along with Peacetime Establishment tasks central to the Joint Capability Integra- (PE) and functional changes in JWC. The tion mission. validate and improve resurgence of the transformative capacity As a result of this re-alignment, Joint the operational level in JWC has been slow due to the overrid- Capability Integration in JWC exercises doctrine in the Allied ing importance of ISAF training in recent has moved from mainly semi-isolated ex- Joint Publications." years, but as the ISAF mission changes and periments, like Alternative Analysis (AltA) responsibility for training is shouldered and internal lessons learned, towards larger to a greater degree by Joint Force Train- roles for concept/capability integration and ing Centre (JFTC), JWC has regained the doctrinal engagement. As we evolve to ad- drives continuous reform of NATO forces, ability to address this critical gap in our dress the broader Joint Capability Integra- structures and processes. The CAPDEV capacity to identify and integrate transfor- tion transformation mission in a holistic structure to deliver transformation is simi- mational elements into our training. manner, using all JCID functions, we must lar to JWC's Joint Capability Integration Di- construct an Exercise Control (EXCON) vision (JCID), but focused on development THE RE-AWAKENING OF the war- structure to provide guidance, resources, and delivery rather than on integration. fare capacity in JWC coincides with signifi- and accountability. The Capability Integra- CAPDEV uses concept development, an ex- cant internal organisational changes (cul- tion and Experimentation Coordination Cell perimention Programme of Work (POW), tural re-shaping and the JWC optimisation (CIECC) will provide this control in exercise lessons learned, and doctrine development study) along with external initiatives like the TRIDENT JUNCTURE 15 (TRJE 15/Part to generate holistic solutions for prioritised recent NATO Command Structure reform, 1) as a mission tailored structure under the shortfalls. JWC contributes to this effort by new NATO Force Structure responsibilities Chief JCID, to support ACT and Training including transformative elements in train- for Joint Headquarters, and the Connec ted Audience transformation objectives. ing delivery at the operational level as well Forces Initiative. Incorporation of these ini- as transformative contributions to NATO tiatives in exercises provides more opportu- Prioritising Joint Capability institutional entities. nities to execute capability integration and Integration exercise objectives experimentation projects. Determining priorities for Joint Capability What is Joint Capability JWC can leverage these initiatives Integration activities, including indepen- Integration? and projects to increase our institutional dent and interdependent priorities for con- Joint Capability Integration is the synchro- understanding of warfare and operational cepts, experimentation, lessons learned and doctrine, is a process that balances Bi-SC priorities with Training Audience require- JCID meeting, 30 April 2014. ments and JWC capacity. The process starts Photograph by Petty Officer, 1st Class Vincent Micheletti, French Navy. with the analysis of annual training guid- ance and Bi-SC Directives and guidance regarding capability development. These priorities are then refined and scheduling possibilities are discussed in the course of regular NATO Capability Development Conferences, working groups and VTCs. For exercise TRJE 15, JCID took initial steps to integrate this cross-orga- nis ational planning function into the recent Concept Development and Experimenta- tion Working Group. Du ring the follow-on Exercise Planning Group and Core Plan- ning Team meetings, the JWC Joint Capabil- ity Integration representative incorporates ►►►
18 The Three Swords Magazine 26/2014 CAPABILITY INTEGRATION
Mission Tailored CIECC Support
CIECC must be fully In each phase of the exercise, a different mix of capa- integrated as part of bilities from the JCID team is required to perform holistic Joint Capability Integration. the EXCON structure. The base functions provided (as required) are:
- Concepts - Doctrine - Lessons Learned - Experimentation
For any Training Audience event, Lessons Learned and Doctrine support is the minimum requirement.
an understanding of capabi lity integration that projects are int egra ted seamlessly and cation. A core CIECC team, co-located with requirements, possible experimentation do not conflict with Training Audience pri- EXCON during the execution phase, syn- and doctrinal focus a reas into the Training orities. If a project has not seen appropriate chronises and guides the observations made Audience prio rities. Exercise stakeholders planning or progress by the MPC, it should in each audience. Observers are not limited (OSC, OCE, ODE(1) and Training Audi- be cancelled to prevent interference with to JCID or even JWC personnel. In exercise ences) should express the initial Joint Capa- exercise execution phases. The key to suc- TRIDENT JAGUAR 14 (TRJR 14), con- bi lity Integration priorities and framework cess at this phase is a common understand- tributors included not only each Division in in the Exercise Specification (EXSPEC) ing between stakeholders that while Joint JWC, but also external observers from the document and confirm this framework in Capability Integration projects are criti- Training Audience and the Joint Analysis the Commander's EXSPEC Confirmation cal to NATO transformation, the primary and Lessons Learned Centre (JALLC). The Conference. Once this framework is in purpose of the exercise is to meet Training CIECC provides oversight and coordinates/ place, the Joint Capability Integration work Audience requirements. synchronises the efforts of the entire Joint begins in earnest. Capability Integration team. Much of the solicitation responsi- THE JOINT CAPABILITY Integration bi lity for external projects and recruitment portion of the operational conduct stage of JCID structure to support of project teams falls to HQ SACT CAP- the exercise, beginning with Academics, is transformation and exercises DEV in the early stages. JWC JCID starts supported by the CIECC, which synchro- To meet the challenge of incorpora ting development of internally sourced projects ni ses functional support by the JCID team. these transformative elements into e x ercises and helps ensure that CAPDEV efforts are The CIECC is the part of EXCON that pro- delivered through JWC, the Joint Capability synchronised with ongoing exercise devel- vides a centralised mechanism to coordinate Integration Division (JCID) is structured as opment. Initial planning and proposals for all Joint Capability Integration functions and four interrelated functional sections: Con- all projects (internal and external) must be support agencies, much as the Experimenta- cepts, Experimentation, Lessons Learned complete for presentation to stakeholders in tion Coordination Cell has done in the past. and Doctrine. Personnel are assigned to a the exercise planning team during the Initial In each phase (Academics, Crisis Response section relating to one of these functions, Planning Conference (IPC). Stakeholder Planning, Execution and Assessment), a but the interdisciplinary nature of Joint Ca- agreement at the IPC e nables detailed plan- mission tailored team provides support to pability Integration, the limited number of ning and allocation of resources to prepare the Training Audiences and EXCON. The PE billets, and the search for efficiency ne- for exercise execution phases. minimum functions provi ded to each audi- cessitates developing cross-functional skills The Main Planning Conference ence are lessons learned and doctrine sup- in each section. (MPC) serves as a second check, since the port (see above). Additional staff support exercise construct and Training Audience is added to the CIECC team to support the • Concepts Section: The Concepts Sec- priorities continue to evolve throughout pre-planned concept, experimentation, and tion supports concept and capability inte- the exercise lifecycle, in order to ensure capability integration initiatives in each lo- gration activities in close coordination with ►►►
The Three Swords Magazine 26/2014 19 CAPABILITY INTEGRATION
pability Integration Programme. Howe ver, the experimentation pendulum has started CIECC to swing back and CAPDEV's Operational Chief and Deputies Experimentation Branch has gathered sup- co-located with EXCEN port for an ambitious experimentation plan in exercise TRJE 15.
Within the CIECC construct for exercise TRJE 15, the Experimentation Section will act as an intermediary, representing experi- mentation interests to the exercise design Primary TA team at JWC and representing exercise Primary TA Primary TA Experimentation Secondary TA Experimentation Concepts design interests to the experiment project Concepts Lessons Learned Lessons Learned Lessons Learned teams. During execution, the CIECC will Lessons Learned Doctrine Doctrine Doctrine Doctrine liaise closely with stakeholders to ensure that experiments do not compromise train- No Concepts sup- No Experimen- ing objectives. Building off the interaction port required at tation support between JWC and HQ SACT in exercise this location required at this TRJE 15 and the transformational intent of location CFI, experimentation should continue to play a larger role in exercises during 2016 The Capability Integration and Experimentation Coordination Cell (CIECC) is the part of EXCON that provides a centralised mechanism to coordinate all and beyond. Joint Capability Integration functions and support agencies. • Lessons Learned: The main task of the Lessons Learned Section is to continu- ally increase JWC capabi lity and capac- CAPDEV and the wider concept develop- capability integration activities in close ity to improve those we train. This ongoing ment community. Always scanning the Bi- alignment with HQ SACT programme man- learning effect is a synergistic result of the SC horizon for initiatives to improve Train- agers, capability developers, and the exercise JWC internal lessons learned process, col- ing Audiences' methods, processes, and community. JWC's training products need laboration with external organisations and capacity, the Concepts Section tracks, analy- to keep step with evolving NATO warfare the development of institutional and op- ses, and prioritises both new requirements capabilities, as laid out in SACEUR's Annual erational best practices. Lessons learned and solutions for integration into exercises. Guidance on Education, Training, Exercises collaborators include every entity that we By virtue of this Bi-SC vantage point, con- and Evaluation (the SAGE). Historically, can reach, including the NATO Command cepts staff officers are able to ident ify benefi- JWC has been able to harness ACT's Ex- Structure, the NATO Force Structure, other cial capability integration linkages that can perimental Programme of Work (EPOW) NATO entities, and NATO Allies and Part- be incorporated into JWC exercises. In the which represents NATO's "state-of the-art" ners. The lessons learned team collects and exercise planning process, Concepts staff of- in capability development. Integration of analyses data and observations from not ficers coordinate the efforts of external proj- these experiments into JWC exercises has only the JWC EXCON and Training Teams ect sponsors, Training Audience capability exposed the Training Audience to new ca- but also from the various Training Audienc- integration initiatives, JWC exercise plan- pabilities and has contributed to meeting es. As part of the CIECC during exercises, ners, and Subject Matter Experts (SMEs) to priorities detailed in the SAGE. the scope of the Lessons Learned Section ensure delivery of transformative elements includes but is not limited to the doctrine, that are seamlessly integrated into the ex- In past years, JWC has integrated experi- experimentation and concepts initiatives ercise design. As part of the CIECC, the ments examining counter-IED and "Attack being executed in the exercise. Concepts Section develops knowledge of in- the Network", various aspects of the Com- tegrated concepts and capabilities to ensure prehensive Approach and Civil Emergency • Doctrine: The Doctrine Section leads smooth development and e xecution within Planning into our e xercises. JWC has also efforts in JWC to support doctrine develop- the exercise construct. The Concepts Sec- hosted and participated in experimentation ment activities and it is the JWC interface tion also has a limited capacity to conduct focused on expanding our understan ding of with the wider NATO doctrine communi- smaller capability integration projects, as Knowledge Development and valida ting the ty. This Section represents the JWC at the part of a holistic JCID capability integration Comprehensive Operations Planning Direc- Maritime, Land and Air Working Groups, team, without external sponsors if required. tive. The EPOW has gradually reduced in re- and at the Allied Joint Operations Doctrine cent years, presenting JWC with a problem (AJOD) Working Group, whose role is to • Experimentation: The Experimenta- in meeting SAGE expectations, which has harmonise the 45 Allied Joint Publications tion Section supports experimentation and been partly remedied through JWC's Ca- (AJPs). These engagements shape the direc- ►►►
20 The Three Swords Magazine 26/2014 "SHAPE and the Training Audiences must integrate transformation and development of new capabilities into exercise objectives and Exercise STEADFAST JAZZ 13 training requirements." U.S. Army photograph by 1st Lt. Alexander Jansen
tion received from HQ SACT for doctrinal sence of specialist cyber doctrine). Through development of new capabilities into exer- integration in exercises. When conducting the CIECC, the Doctrine Section collects cise objectives and training requirements. formal doctrine integration tasks in exer- observations and generates reports for the HQ SACT and the transformational hub cises, the Doctrine Section leads the de- AJOD Working Group and the wider doc- led by CAPDEV drive the analysis of re- velopment of the data collection plan and trine community. quirements and the development of solu- storyline that will stimulate use of the new tions. The sum of interaction at the Bi-SC doctrine. Additionally, the Doctrine Sec- Delivering Joint Capability level in support of Joint Capabi lity Integra- tion works closely with the Joint Training Integration tion initiatives sets the stage for successful Division SMEs and experts from across The benefits of Joint Capability Integra- inclusion and development of these initia- NATO to identify shortfalls in AJPs, which tion in JWC can only be realised when each tives in various venues. And similarly, the can range from small but important points exercise stakeholder is proactive about interaction between Divisions at JWC is of detail (e.g. differing definitions of G-day) transformation. SHAPE and the Training critical to the successful execution of Joint to total doctrinal voids (e.g. the current ab- Audiences integrate transformation and Capability Integration initiatives.
(1) OSC: Officer Scheduling the Exercise; OCE: Officer Conducting the Exercise; ODE: Officer Directing the Exercise.
FURTHER READING For these related stories, visit www.act.nato.int Major General Buehler discussing the exercise (TRJR 14) with * Innovation in CAPDEV Publication Series, Maritime Response Cell members. Photograph by JWC PAO. https://www.act.nato.int/publications
The Three Swords Magazine 26/2014 21 What is WARFARE?
By Major Fabrice Beurois, French Army Concept Development, JCID Joint Warfare Centre
ISTAKEN OF- ity undertaken by a political unit (as a na- If we hone the various interpretations TEN as being syn- tion) to weaken or destroy another. In both of warfare to encapsulate JWC's scope of ac- onymous with "war"; these rather basic definitions, warfare and tivities, we could conclude that the most fit- "warfare" is in fact the war would appear to amount to very much ting definition in our case may be the follow- how-to and the know- the same thing. ing: warfare is the set of techniques used by a Mhow to wage war. The Joint Warfare Centre However, as is often the case, things group to carry out war. This may be reinforced (JWC) supports this through transforma- are not as obvious and uncomplicated as by quoting a U.S. definition of warfare: "War- tional trai ning. Therefore, the JWC is a key they initially seem. Warfare relating to the fare is the mechanism, method, or modality of actor in NATO warfare, whose expertise JWC extends far beyond these simplistic armed conflict against an enemy. It is 'the how' enables it to fulfil its mission of providing definitions. Can the "Warfare" displayed in of waging war." (Source: U.S. Joint Publication, its Training Audiences with a complete set modern, silver letters on our Centre's new 25 March 2013). Thus, warfare refers to the of warfare inputs through Subject Matter training facility be captured solely by the general act and art of waging war. Experts (SMEs), Observer/Trainers (O/Ts) definition given by Collins? Where is the and Capability Integrators. firing range or training areas in the vicin- WARFARE ENCOMPASSES the Warfare has been at the heart of a rich ity of our barracks? Where does "warfare" two-fold nature of war: art and science. In and almost literary debate for centuries in sit in the Joint Warfare Centre? Does it lie other words, it is clearly the pendulum be- which academics, military historians and in our delivery? Is it present in our concep- tween the art of war and the science of war. even philosophers have participated. The tual area? Indeed, warfare may be perceived as an art. origin of the word comes from the Middle If we dig deeper and analytically into Creativity is needed and the decision-mak- English warre (war) and fare (journey). The this key aspect of JWC, we realise that the ing process generates a unique determina- Collins English Dictionary defines warfare Centre's "warfare" is based on three pillars: tion. Moreover, military actions are not fully as the activity of fighting a war. The Merri- the more obvious exercise development and reproducible. According to Napoleon, the am-Webster English Dictionary refines this training without forgetting the less visible art of war is simple: everything is a matter definition by describing warfare as an activ- but equally essential capability integration. of execution. Sun Tzu, in his acclaimed text ►►►
22 The Three Swords Magazine 26/2014 Joint Warfare Centre's 'Warfare' is based “on three pillars: the more obvious exercise development and training without forgetting the less visible but equally Photographs by Rapid Reaction Corps - France essential capability PAO; Sgt. Ezekiel R. Kitandwe, U.S. Marine Corps integration."
on the strategy of war, affirms that warfare much more than a training centre. Warfare the Centre to be the transformational link is not a science: "Do not repeat the tactics in NATO can be summarised as the degree between ACT and ACO (also including the which have gained you one victory, but let of operational readiness achieved by the NATO Force Structure). your methods be regulated by the infinite va- units whatever their level of action (strate- From a broader perspective, the war- riety of circumstances." Warfare is, however, gic, operational or tactical). The JWC has fare element of the NATO community in- far from being innate. Frederick the Great the capacity from the cradle to the grave cluding the Connected Forces Initiative (CFI) used to say that "a mule may have made to deal with and to influence the warfare and Smart Defence is becoming increasingly twenty campaigns under Prince Eugene and mindset in NATO. The Joint Capabi lity In- more important due to the readiness posture not be a better tactician for all that." tegration Division (JCID) with its four sec- of the Alliance in the coming years. More- Warfare can be learned and, contrary tions (Concept Integration, Experimenta- over, with this new NATO posture due to the to Sun Tzu's approach, may also be defined tion, Doctrine and Lessons Learned) is the end of the ISAF mission, we may legitimately as a science. Indeed, many characteristics primary and the most evident actor of the ask ourselves whether "warfare" in NATO of war, especially war nowadays, depend warfare element within JWC. JCID offers will be different in the future. on science: technological assets, theories, a connection between the ACT capability Following the NATO Defence Min- ballistics, statistics, sociology, and comput- development process and JWC's main prod- isters meeting on 21 February 2013, it was ers. All the objective analyses (relative, for uct, training events and exercises, and feeds stated that at the end of the ISAF mission in instance, to the enemy and the terrain) rely the doctrine and lessons learned processes, Afghanistan, NRF will play an even more on scientific studies. We may therefore in- thanks to these exercises. important role in the CFI framework. This fer that warfare sums up the idea of war not will afford an opportunity to demonstrate only as an art but also as a science. Based on WARFARE REMAINS, nevertheless, the operational readiness of the NATO this, the Joint Warfare Centre obviously has as a common effort in JWC: the exercise forces and to conduct a bench test for trans- a seat in the warfare community. planners and the SMEs also play a vital role formation. The increased number of exer- Even if our most published and by feeding the overall process with data col- cises will provide an excellent opportunity vi sible deliverables are exercises, the JWC is lection and analysis. This warfare role allows to test Tactics, Techniques and Procedures ►►►
The Three Swords Magazine 26/2014 23 TRAINING AND WARFARE
(TTPs), to assess the interoperability and to certify the training of HQs and units. NATO "To conclude, exercises must embrace the entire spectrum we may say of operations (from low-intensity to high-in- tensity), support the interoperability and also that it is vital to mitigate the lack of operational experience have a thorough of some units. Preparing for the next NATO and mo dern Summit scheduled in September 2014, the knowledge of French and German Ministers of Defence warfare as a declared in February 2014 that interoper- ability between NATO Members on the one science before hand and with Partners on the other is key if using it as art." NATO wants to preserve its ability to operate multinationally. Thus, the CFI decisions and its consequences put JWC at the heart of the future challenges of the Alliance. To conclude, we may say that it is vi- the opportunity to test our TTPs, doctrine one can to apply one's knowledge; and, there- tal to have a thorough and mo dern knowl- and skills. We need to bear in mind, howev- fore, to be of any use at all, one must know edge of warfare as a science before using it er, that effective training without a pertinent a lot and know it well." Transformation in as art. The basic nature of war is immuta- warfare approach has little to no use. NATO supports training. It does not com- ble, whereas warfare is constantly evolving In On the Principles of War, the pete with it. Therefore, the JWC's mission, (due in part to ever-advancing technology). French Marshal Ferdinand Foch stated that roles and responsibilities support the NATO Training will become an even more essential "the reality of the battlefield is that there is no transformational efforts, which is crucial for element in future years as it alone can offer time for study there. One simply does what the Centre's training credibility.
NATO DEFENCE MINISTERS agreed on 26 The recent Libya operation revealed short- falls in precision-guided munitions, intel- February 2014 to move ahead with plans Right: Olesandr to improve a set of defence capabilities, ligence, surveillance and reconnaissance Oliynyk (First which are key to dealing with future secu- assets. There are also shortfalls in trained Deputy Minister experts to interpret the data from those as- of Defence, rity challenges. "Through our operations, Ukraine) and including Libya and Afghanistan, we have sets, the Secretary General said. Ministers NATO Secretary identified the areas where our capabilities also looked at ways to maintain the inter- General do not go far enough or too few countries operability among Allies and with Partners Anders Fogh in the framework of the Connected Forces Rasmussen. have them," NATO Secretary General An- Photographs by ders Fogh Rasmussen said. Initiative (CFI). NATO.
24 The Three Swords Magazine 26/2014 By Lieutenant Colonel Jaques Rousell, French Army Media Simulation Section Head Joint Warfare Centre COLD
Photograph by Marius Kaniewski Forsvarets Mediesenter WEATHER
FURTHER READING * COLD RESPONSE 14, http://mil.no/excercises/col- dresponse/Pages/default.aspx TRAINING
HOT REPORT FROM COLD RESPONSE 14
gade reinforced by the French 27th moun- evaluate a given situation and decide which tain infantry battalion. The invading troops team de monstrated the best military skills to is the joint live exer- had to face the Multinational Task Force, win the battle. So, thanks to umpire support, WHAT cise (LIVEX) where composed of Swedish, Canadian, British, Commanders were able to focus entirely on the French and Norwegians fought against American, Danish and Dutch troops. tactical planning and execution. the British and troops from Quebec called? Actually, I was one of the nume rous Weather conditions during an exer- Exercise COLD R ESPONSE 2014! Luckily, umpires who were tasked with maintaining cise 250 km inside the polar circle were, as for the second time, I was given the oppor- exercise safety and facilitating achievement you can imagine, a tough challenge, even for tunity to participate in this huge LIVEX. of the training objectives. Together with a French mountain infantry soldiers. Never- From 7 to 21 March 16,000 troops (from highly skilled Norwegian officer, I was as- theless, they successfully conduc ted several all services) and 16 Nations took part in the signed to make sure the French battalion audacious tasks, such as a night time hit- sixth edition of COLD R ESPONSE. This obeyed the rules and to monitor both the and-run raid on skis in a temperature of -28 Norwegian-led winter exercise was con- offensive and the defensive phases, but from d egrees Celsius! ducted in the northern counties of Nordland a level with no "fog-of-war" around. All in all, it was a great experience for and Troms, with the aim of rehear sing high- Umpires always know the tactical a JWC staff officer who normally does exer- intensity o perations in winter conditions. situation from both sides. The exercise was cise planning at the operational level, and an The scenario was based on a border dispute mainly played out as a "free-game", with excellent reminder that, for soldiers, boots in the fictitious Nerthus region where the tactics being the key factor. By using their on the ground in winter are often synony- "bad guys" were played by a Norwegian bri- military experience, the umpires were able to mous with freezing and pain…
The Three Swords Magazine 26/2014 25 TRAINING in STAVANGER
CJOC Sola Airport Training Teams
By Torgrim Alterskjær Section Chief Budget and Disbursing Joint Warfare Centre
UDGING BY the beer prices downtown, the answer to the ques- art turn-key facilities in the "perceived-as- Europe for each and every event. The tion posed above is "No!" However, expensive" City of Stavanger, which is also cost of a temporary location could eas- if you consider the cost of setting the topic of this article. It all comes down to ily amount to around half a million Euro; up a temporary training location these two primary questions: are we to fo- atJ a minimum cost of half a million Euro cus on o perational level planning and e xe- • deploying HQ support personnel and, and deploying two supporting personnel cution, minimizing the Real Life Support thus, allocating a fully manned team to per operational planner, the obvious ques- (RLS) footprint or conduct a full-blown, set up, run and tear down CIS networks; tion becomes — how can NATO not afford common-funded deployment exercise with to train in Stavanger? all the bells and whistles? • expensive commercial accommodation (JWC arranged close to 25,000 nights in JWC's "Three Swords" What is the idea behind cost-effective military accommodations Let's look at the three main capabilities of turn-key facilities? here in Stavanger in 2011); JWC as our "three swords": The first sword With the significant increase in NATO is our perso nnel, and for this "sword" the de- Command Structure (NCS) and NATO • over-committing the scarce NATO de- mand is greater than the supply. Our capa- Force Structure (NFS) exercises and their ployable CIS resources; since the JWC bility to plan and direct exercises, produce associated costs, it is appropriate to re-visit has a ready-to-use CIS infrastructure scenarios and provide media simulations the initial rationale for constructing JWC's at all times; is unique and largely indifferent to exercise turn-key facility in Stavanger. The idea be- location. The second sword is our state-of- hind turn-key facilities is to provide for • significant contractor and Host Nation the-art technology, which is essential for NATO a ready-to-use exercise facility so as support required in a temporary facility; the NATO Alliance, enabling us to set up to avoid: and host virtual exercises to Training Au- • some functional (J) areas getting fully oc- diences from around the globe, here, at the • the one-time cost and effort of setting cupied by delivering the required exer- JWC. The third sword is our state-of-the- up temporary training locations all over cise support rather than focusing on the ►►►
26 The Three Swords Magazine 26/2014 DID YOU KNOW JWC hosts the biggest WHAT WE ARE DOING auditorium in NATO JWC provides NATO's training focal point for full spectrum joint operational level warfare
Camp Madla Photographs by JWC PAO and Jarle Vines JWC PAO by Photographs
exercise play, where they train on their years, it is true that hotels in Stavanger are room and comes with bed linen and clean- essential functions within their HQs. costly, and the national per diem payments ing services. There is also access to a gym, are higher for stays in Norway. However, Role 1 medical facility, laundry facilities, a What can we offer? even with the central European reasonable bar and a ca feteria with free internet. Camp The primary issue is the capability to train hotel prices, no NATO training facility can Madla can also offer reasonably priced single two HQs in two Combined Joint Opera- default to commercial accommodation. room occupancy for the General Officers. tions Centres (CJOCs) simultaneously with That is why JWC encourages the exercise a Training Audience of up to 1, 000 people. participants to use the Host Nation mi litary Meals: Breakfast is normally included in As for events supported within the JWC's accommodation at Camp Madla, which can the accommodation, be it military or com- Programme of Work (POW), the Centre accommodate up to 1,200 personnel. mercial. Lunch and dinner can be arranged covers the cost. For any events not support- In 2011, close to 25,000 nights were at the JWC for around 20 Euro per person ed by the core POW, HQs can still request to booked at Camp Madla at an average cost of per day. This price can compete with most utilise the facilities, in which case the JWC 25 Euro, with breakfast. If we, for the sake of locations, including field kitchens. will provide support within available means the argument, compare the cost of this to a and capabilities, and only charge for the in- low average cost of 75 Euro a night in hotels, Work-space: JWC was designed with cremental cost. this would mean a saving of at least 50 Euro Combined Joint Task Force (CJTF) e xe- a night or 1.25 million Euro potential sav- rcises around the clock in mind and the Accommodations: Contrary to popular ings for the nation. What we can say is that maximum capacity for the kind of exercises belief, Stavanger does not host an interna- we rarely max out the military accommoda- we support now is still being assessed. Our tional oil convention every day of the year, tion capacity. In 2011 8,500 nights were still aim is to be able to surge to a capacity of so finding an accommodation should be accommodated in hotels. 1,200 participants including the Exercise easier than you think. It is worth noting that In addition, unlike some other mili- Control (EXCON) with full CIS support. even though hotel capacity has gone up and tary accommodation options, Camp Madla It has helped significantly that Host Nation hotel prices have gone down in the last few accommodates maximum five persons per has provided us with access to a furnished ►►►
The Three Swords Magazine 26/2014 27 Other arguments than cost: Cost, of course, cannot be the only factor when NATO chooses an exercise location. How- ever, training objectives for each exercise must be carefully ba lanced against the cost of achievement of those very objectives. Furthermore, some training objectives may conflict and jeopardise each other. The main benefit, apart from cost, with a turn-key facility, is that NATO can conduct a very Transportation focused, realistic and demanding training, integrating all aspects of operational level planning and execution into the same ex- ercise with a very low risk of failure in the second CJOC in addition to the newly built So, the need for visitors to rent vehicles (as supporting systems. This is also our main NATO faci lity, enabling us to train two HQs some have done) is not a minimum military task at the JWC. simultaneously in separate facilities. requirement. Further, the international air- An argument against our faci lity may port at Sola is also a military airport that of- Conclusion be that it is very modern and clean, and that fers free parking, a limited ground and fuel So, if you recognise that you can save sig- it does not provide the feeling and flavour handling capacity and there is no landing fee nificant amounts on accommodation and of a tent-based exercise. We can, of course, for the military aircraft. At the Host Nation ready-to-use facilities and you don't have to turn-down the heating and dim the lights to facility of Ulsnes, there is a harbour that has rig one-time locations with CIS and tents, create this feeling. The temporary facilities been utilised by NATO ships before and as a the obvious answer is that JWC is the de- at Ulsnes that we used previously, got the harbour city, there are plenty of good facili- fault training location from a cost perspec- thumbs up for the slightly rough field con- ties to land significant loads of equipment in tive. And finally, to come back to the starting ditions and the flair of ad hoc solutions as- Stavanger, should a Nation or NATO choose point of this article, the beer you get down- sociated with exercises. However, if NATO to erect a d eployed bare field camp. town does not have to be expensive for our chooses not to use an ad hoc location, or to friends since we know a place that sells two test an agency's ability to contract for trans- Real Life Support (RLS): JWC provides for the price of one. Welcome to Stavanger! portation and provide support to a 300-500- force protection, registration, in-process- man camp (at a cost of around half a million ing, security and safety control. Further- Euros), then utilising NATO's investment in more, and this may be of interest to some, the JWC for hosting the Training Audience there are two tax-free shops where you can can offer cost savings up to 90 percent. buy souvenirs, tobacco, drinks and snacks much cheaper than those in the lively and Transportation: Local transportation is welcoming downtown Stavanger. The fresh offered free of charge by the JWC (for the air and the hiking opportunities are also JWC POW events) through the standard complementary as well as fishing in the sea. FURTHER READING To learn more about our city, visit http://www. support arrangement with Host Nation. stavanger.kommune.no/no/Engelsk/
In-processing Canteen
28 The Three Swords Magazine 26/2014 ON THE COVER
OPERATIONALIZING CFI Technical Application of the Connected Forces Initiative
By Colonel William D. (Bill) Jones, United States Army Chief C4 Event Support Branch, Joint Warfare Centre TO UNDERSTAND CFI you have to HE CONNECTED Forces understand its component parts. The CFI Initiative (CFI) was created to Implementation Plan describes actions and complement Smart Defence programmes that, worked together, will and achieve the goals of NATO achieve the end state of connected forces Forces 2020. The key tenets of by 2020. The plan consists of eleven chap- "There is an opportunity to put theT CFI are readiness and interope rabi lity. ters. Even though these chapters describe a NATO point of pre sence One of the ways to achieve interope rability technological solutions the problem is, for at the Joint Multinational is through making better use of technology. most people, CFI is basically conceptual. If Si mulation Center in Grafen- Our tenth anniversary issue (July/October something exists in concept, the challenge woehr. This will expand NATO 2013) briefly described how the Joint War- becomes how to operationalize it so it is training capabilities and of- fare Centre (JWC) supports the technologi- both of use to Commanders and staff and fer another capable venue to cal aspects of the CFI. In this article, I will also recognised as worthy of sustainment further the CFI." expand on that theme. and support by leadership. ►►►
The Three Swords Magazine 26/2014 29 We need an initiative to complement Smart “Defence. One that mobilises all of NATO's resources so we strengthen our ability to work together in a truly connected way. I call this the Connected Forces Initiative."
Anders Fogh Rasmussen, NATO Secretary General 4 February 2012
As training professionals, we at the JWC Networks fications for access and operation. The JWC are interested in the practical application of The technical aspect of networking can be contri butes to the doctrine development the CFI - tools we can use to help Com- described, without exaggeration as compli- and implementation of the FMN. TRIDENT man ders meet training objectives. One of cated. Network solutions must be flexible JUNCTURE 15 will be a milestone for FMN the primary ways we do that is through the enough to meet operational requirements capabilities development. use of technology in the following areas: yet rigid enough to meet engineering stan- dards. This strategy of mitigation is not Simulations • Capability Development and without precedent. The Afghan Mission At certain levels of command, live train- Integration, Network (AMN) was built of the compo- ing becomes impractical. This is where nent parts of national networks, and then constructive simulated exercises become • networks, expanded to be an operational success. invaluable to a Commander. For the JWC, The Federated Mission Network our primary contribution to the CFI will • simulations, (FMN) is the next generation of interoper- be through the planning, preparation and able networks. FMN refers to a capability as execution of Computer Assisted Exercises • Knowledge Management. opposed to a discrete "network" and is the (CAXs) through simulations. natural successor to the AMN. The FMN Capability Development capability is composed of rules and policy SIMULATIONS AND SCENARIO and Integration for governance as well as the technical speci- are inextricably linked. Modern scenarios TIDE SPRINT is the premier think tank like SKOLKAN II make heavy use of prod- in NATO to formulate and define future ucts like Intel, geo and targeting data. This interoperability solutions. The Coalition summer, the JWC will co-host the "Training Warrior Interoperability eXploration, eX- Centres Conference on Collaboration for perimentation and eXamination eXercise Settings, Scenar ios and Simulations" (TS3) (CWIX) tests the physical instantiation of from 24-26 June 2014. This is designed to those concepts. The JWC is a key contribu- be the kickoff conference of a permanent tor to both. Our efforts will ensure we con- collaboration between NATO and national tinue to be a leading venue for the experi- simulation centres. The conference is not mentation and doctrine development that about building the content of scenarios but facilitate the implementation of the CFI. to develop relationships and processes for sharing information and interoperability. Prof Erdal Cayirci (right, CAX Branch The intent is that this be an inclusive, collab- Chief) and Mr. Stuart Furness during a discussion. ►►►
30 The Three Swords Magazine 26/2014 OPERATIONALIZING CFI
Proof of principle: Interoperabi lity in exercises Distributed exercises are tangible evidence of interoperability and a prime venue to test and prove/disprove connected force theory. The most visible evidence of that assertion is the success of the exercise STEADFAST JAZZ (SFJZ) conducted in the fall of 2013. What made SFJZ 13 the model for future in- teroperability was the scope and level of its complexity. SFJZ 13 was conducted on mul- tiple levels of command and distributed to "The CFI is not a future concept. It is tech-enabled eleven different locations. It combined Al- and substantive progress is underway. At the JWC, lied forces with a national exercise (BALTIC we advance the CFI agenda every day." HOST) and embedded air (EAGLE TAL- Photographs by JWC PAO. ON) and Ballistic Missile Defence (BMD) training. TRIDENT JUNCTURE 2015 will SKOLKAN II meeting at JWC. be the next step toward achieving the goals of NATO Forces 2020. orative session wherein all Partner Nations NATO Partners to share software and intel- Conclusion have the opportunity to contribute. lectual property. National rules may prohibit The CFI is not a future concept. It is tech- the practice. We have at our disposal oppor- enabled and substantive progress is under- Information and Knowledge tunities to work through these challenges. way. At the JWC, we advance the CFI agen- Management Every year, the Unites States European da every day. Our capabi lity development, The JWC is in the last few months of an In- Command (EUCOM) conducts the Com- simulations, exercise support planning and formation Management/Know ledge Man- mand and Control (C2) interoperability Knowledge Management solutions all stem agement (IM/KM) pilot programme. The exercise COMBINED ENDEAVOR (CE) at from current user requirements. Those information gained from this study will Grafenwoehr, Germany. CE hosts 38 coun- requirements are centered on leveraging inform the future structure and business tries, many of them NATO, to develop new technology to work interoperably and more practices of the JWC. Other NATO bodies methods of sharing information, interoper- efficiently - universally consistent with the will be able to take best practices and our ability and operations in a cyber-environ- concept of the CFI. The next spiral of the lessons learned and apply them to their ment. This exercise has been an unqualified CFI Implementation Plan will be out late in organisations. It is important to be NATO success. However, to date neither the JWC the second quarter of 2014. compliant as we derive an IM/KM solu- nor the Joint Force Training Ce ntre (JFTC) tion that is tailored for this HQ. The JWC has played a role. There is an opportunity to is linked closely with NATO IM/KM initia- put a NATO point of presence at the Joint tives. JWC personnel are members of the Multinational Simulation Center (JMSC) in UPCOMING EXERCISES NATO Information Management Authority Grafenwoehr. This will expand NATO train- (NIMA) Working Group and collaborate in ing capabilities and offer another capable the development of the NATO Information venue to further the CFI. Portal (NIP). AN AREA WITH GREAT promise is Challenges and opportunities the JFTC-led initiative to connect NATO The way ahead for connecting NATO forces and national simulation centres for E duca- faces substantive challenges. First and fore- tion, Training Exercise and Evaluation most are issues of security protocols, infor- (ETEE). In the summer of 2014, the JFTC mation assurance and computer network will brief a concept of operation that d es- defence in a cyber-environment. The physi- cribes the unification/connecting of na- cal transfer of data is a purely technical solu- tional assets beginning 2015 and culmi- tion. We have the means to do that now. The nating with full intero perability by 2020. challenge is to agree on policy that is politi- Finally, our partners in the NCIA will Preparations for LOYAL JEWEL 15: cally and legally acceptable to Member Na- reorganise for more efficient operations. Royal Navy Vice Admiral Peter Hudson CBE, tions. Business and trade agreements must be Centralisation of ETEE services at the Commander Allied Maritime Command, taken into account. Some nations simply do JWC will ensure currency of mission and with Brigadier General John W. Doucette, JWC Chief of Staff. not have the flexibility of some of the larger responsiveness of service.
The Three Swords Magazine 26/2014 31 EXPLORING CYBER DEFENCE
By Colonel Rizwan Ali, United States Air Force Cyber Defence Branch Head HQ SHAPE on cyber defence
AS A COLLECTIVE DEFENCE NCIA and NATO Headquarters to keep the (1) situational awareness; orga nisation, NATO's stance on cyber relies Alliance's cyber defence posture strong. To (2) plans; heavily on Member Nations to protect their build a strong cyber defence, there are many (3) exercises; and, own networks and Computer Information elements that need to come together into a (4) business continuity. Systems (CIS). NATO's r esponsibility is cohesive whole. Some of these elements are the protection of NATO owned networks. tangible while others are less tangible and Let's go through each of these parts in more Within this framework, the NATO Commu- require processes and procedures. detail: nications and Information Agency (NCIA) One way to view cyber defence is to provides the bulk of the cyber defence ca- think about a walled fortress. Some of you Situational Awareness: If we go back pability to NATO to include the Strategic may be thinking that a fortress is an out- to the walled fortress analogy, situational Commands, Allied Command Operations dated analogy when we are dealing with awareness can be viewed as stones that (ACO) and Allied Command Transforma- cyberspace. I disagree. Using the fortress make up the wall. Each set of stones around tion. Knowing this basic information, one analogy is a good way to explain the four a fortress has its own unique shape and may think that Strategic Commands, par- critical parts required in order to build a characteristics. They are likely different sizes ticularly ACO does not play a major role strong cyber defence in any organisation, depending on the strength required. In the in NATO's cyber defence. This would be an especially a complex organisation such as same way that the walled fortress is made incorrect assumption. ACO, and its subor- NATO. Building a robust structure for cyber up of stones of different sizes, shapes and dinate commands, work very closely with defence takes four basic parts: characteristics, situational awareness is also ►►►
32 The Three Swords Magazine 26/2014 for their personnel. The last types of stones operational-level plans, which fit into the that make up a wall fortress are the smaller strategic plans. Each of these plans has cy- stones. These stones fill in the gaps between ber defence elements. One key point about (...) from an operational the large and medium stones. They provide these plans is that without good situational military perspective, the needed strength to fix any holes in the awareness, as described above, it is very cyberspace and cyber wall and can be thought of as tactical-level difficult to write appropriate plans. Mili- “ situational awareness. NATO as a whole re- tary plans at each level depend on good sit- defence are very lies in large part on NCIA to provide tacti- uational awareness to know how the plans similar to the way we cal-level situational awareness. Much of this should be written in order to r espond to conduct sound military information comes from open sources such potential adversaries. operations in the air, as advisories from major software vendors and advisories from antivirus vendors which Exercises: So, now that we have built our land and sea domains." identify vulnerabilities. These advisories of- walled fortress, we can just sit back and ten recommend specific tactical-level config- relax, right? Of course not! Every walled made up of varying e lements. We can think uration changes to our systems and updates fortress had a legion to defend it against at- of the large strong stones as the foundation- to our software. If these advisories are not tacks. These troops did not wait for an ac- al information we need for good situational implemented, adversa ries can use these vul- tual attack to begin testing their skills. They awareness. This foundational information is nerabilities to gain unauthorized access. In practiced their skills regularly to make sure sometimes referred to as strategic-level situ- short, situational awareness for cyberspace they were ready in case they were needed. ational awareness. ACO relies on a variety requires obtaining a broad range of products During these practices, the defenders did of open and classified sources of informa- and fusing these into a cohesive product that not just test their own skills. They also tested tion to build a strategic-level view of threats the NATO and ACO leadership can use to the walled fortress to make sure fortress was in cyberspace. The specific sources used are make informed decisions. strong and if the fortress needed reinforc-
"Using the fortress analogy is a good way to explain the four critical parts required in order to build a strong cyber defence in any organisation."
not relevant for this discussion. What is im- Plans: Fortress walls need more than just ing, they could find out what type of rein- portant to know is that this strategic-level irregular stones to be stable. They need forcement was required. information allows the leadership to look good, strong mortar. There is a critical link- In this same way, the military uses ex- beyond the immediate vulne rabilities on the age between the stones and the mortar. ercises based on likely scenarios to see if their networks to see future cyberspace threats. Stones alone do not provide the needed forces are trained properly and ready. Mili- The medium sized stones can be strength. Mortar alone does not provide the tary exercises also help test defences to see viewed as operational-level situational stability. Both stone and mortar are needed which need to be strengthened. Addressing awareness. For ACO, operational-level situ- to be used together to give the wall strength these can take the form of adding additional ational awareness is handled mostly by the and stability. elements to get better situational awareness ACO subordinate commands such as JFC In the military, our plans can be or to make the military plans more thorough. Brunssum, JFC Naples, the Single Service thought of as that crucial mortar in our Commands, and the NATO CIS Group. cyber defence fortress. The military relies NATO USES a multi-faceted approach They focus on ensuring they have a good upon many plans to ensure everything re- to cyber exercises. In the first set of exercises, picture of the vulnerabilities on the net- lated to military operations is considered ACO and subordinate commands incorpo- works and systems. The identification of prior to conflict. At ACO, we have a number rate cyber scenarios into the existing exer- these potential vulnerabilities may include of plans addressing scenarios which would cise scenarios. These e xercises are large and determining if there are any single-points- require military action. Cyber is a necessary have more than just cyber defence personnel of-failure, back-up power and air condition- and vital part of each of these plans. SHAPE participa ting. The exercises' cyber injects are ing to network equipment, and if they have handles the development of strategic plans based on likely cyber threats, to include acts a robust cyber security training programme while ACO subordinate commands develop of aggression, acts of sabotage or even acts of ►►►
The Three Swords Magazine 26/2014 33 EXPLORING CYBER DEFENCE
Simply put, the military needs to “be able to operate in an environment where CIS capabilities are either degraded or denied."
The NATO Computer Incident Response Capability (NCIRC) is the nerve centre of the Alliance's fight against cyber crime. Photograph by NATO.
nature. The exercises' cyber evaluation teams attack. In ACO, we call the results of these determine how well the exercise players are "what-if" scenarios for cyberspace "Business able to continue performing their mission Continuity Plans". Simply put, the military despite degraded or disrupted cyber systems. needs to be able to operate in an environ- The second set of exercises is dedi- ment where CIS capabilities are either de- cated to training and evaluating only the graded or denied. Depending on the poten- cyber forces and cyber defences. Since these tial threat, "Business Continuity Plans" can exercises are limited in scope involving only be as dramatic as determining how to con- NATO's cyber forces, not the broader force duct operations without any CIS support. structure, a greater amount of tactical-level Or the plan could be simpler involving re- focus can be achieved to test and validate prioritising other lower priority resources NATO's cyber defences. Both these types, such as communications links or power the large-scale full-formation and dedicated generation facilities to keep higher priority cyber defence exercises are needed to ensure operations going. all aspects of NATO's cyber defences are looked at thoroughly. Conclusion @nato.int Business continuity: The last piece of Cyberspace and cyber defence, on the sur- WATCH THE VIDEO building and operating our walled fortress face, seem like complex, new entities that ABOUT CYBER is to work through what we call "what-if" need their own set of paradigms. But as COALITION. GO TO scenarios. In these scenarios leaders look you can see from the walled fortress anal- NATOCHANNEL TV. to see what can be done to continue mili- ogy, from an operational military perspec- tary o perations in case something poten- tive, cyberspace and cyber defence are FURTHER READING tially ca tastrophic happens. In a walled very similar to the way we conduct sound For these related stories, visit www.aco.nato.int * NATO Cooperative Cyber Defence fortress, "what-if" scenarios could take the military operations in the air, land and sea Centre of Excellence, http://www.ccdcoe.org/ form of determining how the legion could domains. We need to leverage expertise * Attacks from cyberspace: NATO's newest be controlled even if its primary signalling developed over the centuries in the three and potentially biggest threat, General Philip Breedlove, SACEUR, http://www.aco.nato.int/ methods were destroyed. Or how will food physical domains and apply these to the saceur2013/blog/attacks-from-cyberspacenatos- or water be conserved in case of prolonged cyber domain. newest-and-potentially-biggest-threat.aspx
34 The Three Swords Magazine 26/2014 cyberspace is rapidly emerging as a "fifth dimension" of warfare, even if not officially recognized as one by nato.
CYBER DEFENCE IN OPERATIONS
By Peter Hutson Analyst CIS, JCID Joint Warfare Centre
Introduction The cyber defence (CD) capability at the years and responded with a steady stream of - not the Army you might want or wish to operational level is based upon the concept initiatives and activities to move the cyber have at a later time." This quote reflected that a Joint Force Commander needs to defence capabil ity rapidly forward. Since his sentiment that a deployed Commander identify and manage operatio nal risks in- 2011, through its NRF STEADFAST col- cannot wait for the ideal capabilities to be herent in environments under cyber threat. lective training exercises, JWC has had the in the right place at the right time when a This article exa mines the status of the cur- tasking and opportunity to witness those crisis erupts, but one has to deploy and con- rent NATO CD capability and the unique cyber operational level challenges first- duct operations with the capabilities and nature and challenges of CD in operations hand, and to watch the development of this resources available. This statement rings as evidenced in the context of the NATO important capability. true for cyber defence in NATO operations Response Force (NRF) exercise programme. as well. Despite NATO's remarkable prog- Most recently in November 2013, Deploying with the cyber ress over the last three years that includes during exercise STEADFAST JAZZ, JFC capabilities you have development of the cyber defence concept Brunssum (JFC BS) and its components Static commands and organisations - that and policy, organisational constructs, ca- completed their operatio nal level collec- is, those NATO entities that have a perma- pability packages, education and training tive training and received their NRF cer- nent physical infrastructure and enduring requirements, and a comprehensive Bi-SC tifications in a scenario that included a organisational mission - have enough chal- "Cyber Defence Action Plan" - much work cyber-contested environment. The scenario lenges on how best to respond to the more remains. Nonetheless, the deploying Com- r eflected some of the asymmetric threats routine cyber threat when conducting their man der must be prepared to deploy and in the real world, in which cyber attacks peacetime missions. A "deployed" multina- cope within existing means and capabilities. against NATO are becoming more frequent, tional Joint Task Force (JTF) on its way to organised, and disruptive. Alongside the war, however, has these same challenges and DOTMLPFI perspective. NATO of- more traditionally recognised air, land, many more. ten measures the status of its capabilities maritime, and space domains, cyberspace through the lens of a DOTMLPFI co nstruct; is rapidly emer ging as a "fifth dimension" DURING OPERATION Iraqi Free- that is, through an examination of the matu- of warfare, even if not officially recognised dom, the U.S. Secretary of Defense Don- rity levels of Doctrine, Organization, Train- as one by NATO. Acknowledging this per- ald Rumsfeld, responded to a query about ing, Materiel, Logistics, Personnel, Facilities, vasive and dynamic threat, NATO has ac- a lack of armoured vehicles with the quip and Interoperability. The next several para- cele rated its cyber effort over the last three that "you go to war with the Army you have graphs will examine three of those strands: ►►►
The Three Swords Magazine 26/2014 35 EXPLORING CYBER DEFENCE
Cyber Defence Doctrine, Organisation, offer the opportunity to "tease out" the is- (CND)? Where do Information Assurance, and Training. There is no doubt that NATO sues and bring shortfalls and gaps to the INFOSEC, or CIS Security fit in the context cyber professionals who are in the "know", forefront. The STEADFAST series has of- of Cyber Defence? What is a cyber-attack as can point to the flurry of point papers, fered a venue not just for training and en- opposed to a CIS Security Incident? meetings, draft handbooks, workshops, forcement of tradition skillsets, but also During JWC training events, the de- conferences, and exercises that suggest and as a "doctrinal laboratory" for focused ex- ployed Commander and his staff have had indeed, reflect significant progress of CD amination and analysis of capabilities and to delve into often conflicting taxonomy, as a NATO capability and positive momen- functional areas in the context of a relevant policy nuances, definitions and voids to tum. Synchroni sing and streamlining such scenario, and a real staff - which is con- create a baseline from which to go forward. diverse and short-fused activities amongst fronted with the challenge of planning and In SFJZ 13, JFC BS utilized the following 28 Allies, nonetheless, remains a challenge. executing an NRF mission.(2) diagram in its staff Cyber Defence Working And, as the most recently certified NRF staff Group Terms of Reference (TOR) to pro- has witnessed - and as measured against • Taxonomy: Linked to the creation of mulgate its understanding of the taxonomy the DOTMLPFI capabi lity yardstick - op- CD doctrine is the need to have a common and organisational inter-relationships. Such erational CD is in its relative infancy with cyber taxonomy, which would facilitate the models have varied significantly from exer- NATO. implementation of NATO Cyber Defence cise to exercise and reflect the need for es- Policy through a shared understanding of tablishing clarity. • Doctrine: There is little to no NATO CD- terms.(3) Language and words do count in sp eci fic doctrine, much less agreed cyber- the cyber business, as they underpin the • Organisation: No standard organisa- related definitions or taxonomy for cyber logic behind development of staff functions, tional structure or model exists yet for CD for the deployed Commander. This lack of proces ses, organisation, and legal tools such in NATO for deployed operations and the doctrine, however, is made more problem- as Rules of Engagement (RoE). last three operational exercises have r eflect- atic by the fact that there is approved NATO What does the word cyber actually ed different approaches with common Doctrine for Computer Network Opera- mean? Where does cyberspace begin and themes. As with NATO's C-IED capability, tions (CNO) and Computer Network De- end for the operational Commander? For one common approach has been to estab- fence (CND) in the context of Information example, how does a staff differentiate be- lish cross-functional staff entities to harness Operations Doctrine (AJP 3.10)(1), and for tween virtual cyber Joint Operational Area expertise for application and focus to cyber Information Assurance within the context (JOA) and the more traditional land, air, problems. These entities require inter-staff of the AJP-6 series - both of which are not and sea domains defined by terrain and and external coordination mechanisms. always consistent with approved NATO CD geographical boundaries? How is CD dif- And, most importantly, another common policy and developing NATO cyber taxon- ferent than Computer Network Defence theme has been the growing recognition omy. Unfortunat ely, o perational missions can neither afford to wait for resolution of doctrinal voids nor for absolute clarity; Cyber Defence Cell AOR the deployed Commander must interpret and rationa lise which documents are valid or invalid and which ones should be used to develop staff functions. The NRF staff must study top-level documents such as the Cyber Defence Concept and Policy, distill nuggets that are relevant to the NRF and operations, and ultimately translate NATO's general CD aims and objectives into action- able plans and SOPs. In the absence of an approved construct, assumptions must be made in order for the mission to be planned and executed. During the STEADFAST series of exercises over the past three years, this has been the default situation that the JFCs have had to face. Yet, this situation should neither be surprising nor represented negatively. As with other new or evolving capabilities (such as C-IED, Knowledge Development, or STRATCOM), exercises
36 The Three Swords Magazine 26/2014 and lesson that the CD in the Joint Task NGOs were essential to the assessment, level. To achieve that proper level of focus, Force (JTF) must be J3-led to best address campaign planning and synchronisation. the following training principles have been critical operational dependencies and mis- advoca ted by ACT and put into practice at sion enablers. Outputs: As there is currently no NATO the JWC: CD doctrine or standard organisation, the CD within the JTF HQ: In harmony CD outputs of the above organisational Use a building block approach: Train- with recent Joint Force Command Naples elements had to be developed based on ing must be progressive and must use a (JFC NP) work, during SFJZ 13, JFC BS best practices of previous exercises. Some building block approach. The content of provided one representative example of of the key products included: (a) a Cyber each building block and pre-requisites for how to organise the staff for cyber defence. Prioritised Asset List (CPAL) i nclu ding its joint collective training must be defined - As a first step, JFC BS created a Cyber De- updating and maintenance throughout the supported by a "thread" that ties all building fence Cell (CDC) under J3 leadership that mission; (b) Cyber Risk Assessment Pri- blocks together and provides broad themes. was augmented by suitable Host Nation oritization Matrix (CRAM), which identi- JWC uses such a "crawl, walk, and run" ap- LNOs and available NATO-sourced cyber fies cyber dependencies, "risk owners", and proach to CD training and aims to progress SMEs. The CDC established, monitored contingency plans; (c) Incident Handling its training to more sophisticated levels. and assessed changes to the cyber elements System to include WARPs (Warning Advice within their purview to include assess- and Reporting Points), which were man- Address multiple levels of expertise: ments on NATO, Host Nation, and other dated at all deployed locations and provided Cyber defence education is required for critical infrastructure, assets, capabilities, the focus for reporting on CD incidents to all users, but each user does not require resources and information. With support the CDC; (d) Cyber Common Operational the same level of education. The training from J6/NCIA(4) staffs, the CDC was r es- Picture; (e) CD decision and COA Briefs for programmes must recognise the require- ponsible for reporting and coordination the Commander and other staff elements; ments for differentiated levels of training, with NCIRC(5) regarding cyber events. The (f) CD inputs into Fragmentation Orders depending on duty requirements. J6/NCIA staffs continued to retain primary (FRAGOs) as well as Joint Coordination responsibility for Information Assurance Orders (JCOs). Use realistic scenarios: Training will test and INFOSEC, while the J2 staff provided concepts, procedures, organisational con- the threat picture for cyber as part of their • Training: Because CD issues are en- structs, and skill-sets. The Training Audi- standing tasks. The J3 and J3/5 staffs were during in nature, there is a need to insti- ences must be exercised within the context responsible for leading in planning and tutionalise NATO-wide CD Education and of realistic, relevant, and updated scenarios prevention measures, and developing op- Training (E&T) for all NATO bodies, static to reflect potential threats. tions for response and recovery (the conse- and deployable. The requirement has been quence management). highlighted and staffed by the ACT in the Encompass the Chain of Command: The CDC formed the core part of a form of a NATO Cyber Defence Education The cyber defence decision-making pro- broader standing Cyber Defence Work- and Training (E&T) Plan(7), the NATO cesses must be tested both up and down ing Group (CDWG) that was comprised of Cyber Defence Awareness Concept and the chain. Due to the speed of the cyber Chairman: J3 (Chair), J3 (Secretary), J6 (core the NATO Cyber Defence Education and incidents, leadership and operators must member), J2 (core), J5, LNOs from other key Training Concept.(8) Work is underway prepare to execute the necessary actions. stakeholders(6) (as required), LEGAD, PAO, to unify and synchronise delivery of CD and STRATCOM. With this level of partici- education, training, and exercise. The il- Be multi-echelon: Training should be pation, the CDWG was able to coordinate lustration on the next page from the E&T multi-echelon in nature. Conducting col- and synchronise its CD activities internally plan clearly outlines the needs, goals, and lective events where multiple levels are syn- and externally. overall end-state for NATO CD, with an chronised and interac ting with each other acknowledgement of increased challenges within the event is the most effective and External Linkages: Also as seen in ex- of CD when deploying. In operations, this efficient use of resources. In JWC training ercise SFJZ 13, the CDWG was respon- usually involves both NATO and non-NA- exercises, not only are multiple NATO lev- sible for interaction with external entities TO networks. els interacting, but the NRF is also trained including the Host Nation. The CDWG to interact and coordinate with Host Nation supported the JTF Commander in: (a) iden- ACCORDING TO THE CD E&T and other external entities. tification of critical vulne rabilities; (b) pri- Plan, CD is recognised as an enduring oritisation of risks; and (c) implementation training requirement that will be required Use existing expertise: The expertise of targeted cyber defence measures with a to evolve with the threats, systems, technol- resident in existing NATO civilian and mili- view to prevent and mitigate the impact of ogy, and the rotation of personnel. Achiev- tary bodies such as, but not limited to, the a cyber-attack. Active involvement of liai- ing a "train as you fight" focus requires a NCIRC or ACO for operational knowledge son officers and inputs from the component suitable training regime that is both tailored and experience should be utilized where commands, ot her theatre forces, and IOs/ at the individual and collective training practical and appropriate. 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The Three Swords Magazine 26/2014 37 EXPLORING CYBER DEFENCE
tives supporting SACEUR's Annual Guid- ance on ETEE (SAGE) and conducted in JWC-directed exercises. JWC is involved in the cyber focus area in the Coalition Warrior Interoperability eXploration, eXperimenta- tion and eXamination eXercise (CWIX). It may be helpful to also obtain syn- ergies with other venues such as STEAD- FAST COBALT and CYBER COALITION. Civilian or military training seminars, conferences, table top exercises, or experi- ments could be leveraged as well. As an example, ACT is leading the Multinational Capability Development Campaign 2013- 2014, which includes a Norwegian and Ital- ian-led effort to better integrate cyber into operational planning.
"One of the early pertise in current and future Cyber Defence Use existing events: Collective training common lessons issues resides within Nations, selected part- and exercises will use existing events, both identified by JWC is ners, private sector, and academia. For col- cyber and non-cyber, to the maximum ex- lective exercises, JWC leverages all available tent possible. A number of such exercises the tendency of the Subject Matter Experts, and in particular, already exist within the Crisis Management Training Audience to regularly has received support from the Exercise Policy and the Military Training mischaracterise cyber Cyber Defence Centre of Excellence (CCD and Exercise Programme (MTEP). Cyber COE) in Tallinn, Estonia, ACO, and ACT. Defence aspects have been in use in NRF defence as a technical training objectives and the exercise objec- issue only."
The cyber defence team during STEADFAST JAZZ 13. Photograph by JWC PAO.
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38 The Three Swords Magazine 26/2014 Capture lessons: Every aspect of CD train- not affect NATO's exercise. Nonetheless, one DID YOU KNOW ing must be evaluated and adjustments made might imagine the complex challenges for a accordingly. Classroom, exercise, experi- deployed Commander if faced with large- NATO Cooperative Cyber Defence Centre of Excellence (CCD COE) conducts techni- ments, and certifications will be used to con- scale, sophisticated, and well-orchestrated cal cyber defence exercises, which allows stantly improve CD E&T. A quality assurance attack. With shorter and faster decision cy- the participants to learn and test the skills approach that enables continuous capability cles, kinetic and non-kinetic activities and needed to fend off a real attack. improvement and a feedback loop completes on-going 24-hour operations, information The first exercise took place in 2008 as the learning model. dominance and decision superiority together a joint event between Swedish and Esto- underpin a successful operation. Under- nian universities organised by the Swed- Unique challenges of standing and being prepared to operate in ish National Defence College and the Es- deployed operations cyberspace, including legally and politically, tonian Defence Forces. It was followed by the BALTIC CYBER SHIELD in 2010, which One of the early common lessons identified is essential. was organised together with Swedish Na- by JWC is the tendency for members of the tional Defence College with support from Training Audience (TA) to mischaracterise Conclusion various Swedish institutions and the Esto- CD as a technical issue only. The TA has al- CD in NATO continues to evolve and nian Cyber Defence League. ways appreciated the technical aspects of CD progress. The very nature of cyberspace is Since 2012, the exercise series is called and the inherent role of J6/NCIA to manage changing warfare. Cyberspace is both vir- LOCKED SHIELDS. The exercise has a NATO deployed and static networks, but not tual and physical and CD is not limited to game-based approach, which means that necessarily the NRF operational vulnerabili- NATO-owned networks. CD in operations no organisation will play their real-life role and the scenario is fictional. The Centre is ties to cyber threats. Operatio nal missions necessitates new ways of thinking, working, also contributing to the NATO Cyber De- require awareness that CD is much broader and interacting vertically and horizontally, fence Exercise (CYBER COALITION) since than NATO networks and NATO exercises and internally and externally, to manage 2009 by helping to plan, develop, and ex- have persuaded the JFCs to not only treat operational risks. A mission's success may ecute the exercise. CD as an operational issue, but also recog- be dependent upon a host of enablers such Read more at www.ccdcoe.org nise that cyber incidents can have political, as national critical infrastructure, transpor- strategic, and economic impact not only for tation systems, banking and commercial NATO, but its Host Nations and Partners. networks, telecommunications, media, and END NOTES: internet-based social networks. THIS KEY POINT was clearly high- At an operational level, ACT and (1) AJP 3.10, Allied Joint Doctrine for Information lighted during SFJZ 13 not only by the exer- JWC are working together with the JFCs Operations, 23 November 2009 (which is currently cise play, but also by real world cyber-attacks and cyber community of interest to develop under review). against NATO's Baltic Partners during SFJZ both the CD capability and educate, train, (2) JFC Naples, for example, continues to develop 13. NATO soldiers were deployed in mul- integrate, and exercise that capability into a JTF HQ SOP 218 for Cyber Defence, which will tiple forward locations, with the JTF Head- realistic and relevant training venues. likely serve to identify pre-doctrinal processes and quarters located just outside of Riga. During standard working methods before doctrine is in SFJZ 13, Baltic media and defence officials place. reported a growing number of cyber-attacks (3) See ACT's report on Cyber Defence Taxonomy against state administration, defence, and and Definitions dated 15 July 2013. private sector homepages. False messages (4) NATO Computer and Information Agency. were posted on the attacked websites saying (5) NATO Computer Incident Response Capability. that the security parameters of the website (6) NCIA, NCIRC, JLSG, J4, Component Com- did not comply with the requirements of mands, and representatives from the other boards the CCD COE. Personnel in the Baltic and such as the Information Operations Coordination Polish defence sectors received fake emails Board, Joint Defended Assets Working Group, Daily in the name of the CCD COE. The Latvian Assets Reconnaissance Board, and Force Protection News Agency reported that a hacker group Working Groups. "Anonymous Ukraine" was behind the cy- (7) NATO's Cyber Defence Education and Training ber-attacks; and partly as a consequence to Plan, updated and forwarded to NATO HQ, 4 De- these events, the Latvian Defence Minister cember 2013. emphasised the importance of Latvia's in- (8) These updated concepts were forwarded by ACT vestment in a cyber defence unit for its Lat- to NATO's Emerging Security Challenges Division, 22 vian Home Guard. October 2013; their aims are to provide a framework These real world incidents were rela- for detailed analysis of the requirements, and analy- tively small-scale activities that ultimately did sis of the existing CD training opportunities.
The Three Swords Magazine 26/2014 39 EXPLORING CYBER DEFENCE
TEPPING STONES FOR TRIDENT EXERCISES CYBER DEFENCE TRANSFORMATION
By Lieutenant Colonel H. Todd Waller, United States Air Force; Lieutenant Colonel Joel Gourio, French Air Force Joint Effects Section Joint Warfare Centre
THE JOINT WARFARE Centre ent approach after experiencing cyber injects is preparing to conduct a new series of during STEADFAST exercises and subse- operational level exercises, beginning with quently treated CD as an information assur- TRIDENT JAGUAR this spring and reach- ance and mission assurance issue with spe- ing a climax with the high-vi sibi lity exercise cial emphasis on the management of risks to TRIDENT JUNCTURE 15 in support of the operation and the overall mission. More NATO's Connected Forces Initiative. specifically, both JFCs initially struggled Given the importance of cyber de- to manage CD injects within J6 and they fence (CD) to the Alliance, an appreciation eventually adopted a J3-led approach. J3 of the cyber lessons of STEADFAST (the aspects of CD and the inherent role of the leadership was more successful in char- predecessor to TRIDENT) is essential for J6 and NATO Communications and Infor- acterising the threat operationally; mar- achieving a higher level of CD across Alli- mation Agency (NCIA) to manage NATO shalling full Battle Staff support to include ance operations. This article captures the d eployed and static networks. Not so intui- in-demand specialities such as LEGAD, seven most significant findings (which we tive was the fact that NATO Response Force STRATCOM, POLAD; and in supporting will call "stepping stones") of the last four (NRF) operational vulne rabilities to cyber the Commander's decision-making via ac- STEADFAST exercises in which CD was in- threats could extend beyond NATO net- tionable products. troduced and played prominently. works. The cyber-contested environments created for STEADFAST exercises enabled Recommendation: Continue J3-led CD (1) CD is much more than a technical the Joint Force Commands (JFCs) to see with a mission assurance emphasis and with issue: Operational Battle Staff Training CD more operationally. In fact, both JFC full support from the Battle Staff. J6 should Audiences readily appreciated the technical Brunssum and JFC Naples adop ted a differ- continue its focus on information assur- ►►►
40 The Three Swords Magazine 26/2014 sion of CD into the appropriate Allied Joint (4) WANTED! Comprehensive cy- Doctrines, with caution not to rush doc- ber defence education and training: trine development, recogni sing the value A number of NATO entities such as the of allowing the JFCs to wrestle with the CD NATO School Oberammergau, the CCD challenge in the absence of an overly pre- COE, and the Centre of Excellence for the scriptive guidance. TRIDENT provides an Defence Against Terrorism offer courses ideal laboratory for NATO Battle Staffs to that address the technical and legal aspects explore Joint Task Force-level CD solutions. of CD and cyber terrorism, but there are no courses that survey NATO CD policy, stra- (3) Cyber defence SMEs are the key to tegic guidance, and organisation which puts A+ performance: The quality of CD play it into an operational context. There are no ance. Incorporate operational CD findings in exercises depends on the quality of the courses that introduce cyber incidents in a into strategic documents. For example, a exercise script and Subject Matter Expert comprehensive way that include informa- more comprehensive taxonomy is required (SME) support during exercise planning tion and mission assurance considerations. than the current MC 0571 definition of CD, and execution. The pool of CD SMEs with- which is "the application of security mea- in NATO is limited, howe ver, operational sures to protect CIS infrastructure compo- CD expertise is emerging in the JFCs with nents against a cyber-attack." STEADFAST as a catalyst. The Cooperative Cyber Defence Centre of Excellence (CCD (2) Operational level cyber defence is COE) and the NATO Computer Incident emerging and needs nurturing: CD di- Response Capabi lity (NCIRC) are also rection and guidance across NATO exists at sources of CD expertise, but their support the strategic level, but the operational level is subject to competing requirements. TRI- guidance is limited. Consequently, the JWC DENT JUNCTURE's ability to provide an approach to CD has been to create realis- effective means to test and refine CD exper- tic cyber threats and incidents without be- tise in a simulated operational environment ing overly prescriptive in how HQs should to include tactical, operational, strategic CD respond. This has allowed the Joint Task reporting mechanisms makes it a valuable Recommendation: Establish CD Educa- Force and component command HQs to le- CD venue for all NATO CD stakeholders. tion and Trai ning in NATO that addresses verage the intellectual capital of their staffs o perational and technical aspects. Incorpo- to work through the problem and gener- rate NATO CD policy, strategic and opera- ate innovative solutions. Accordingly, JFC tional level documents and CD organisation Naples produced Standard Operating Pro- into training curriculums. Incorporate CD cedure 218/Cyber Defence, which was ap- into existing training venues (i.e. O pera- proved by SHAPE in August 2013, and was tional Planning Course at NATO School). further adapted by JFC Brunssum for use Encourage broad NATO Command Struc- in STEADFAST JAZZ 13 (SFJZ 13). ture (NCS) and NATO Force Structure (NFS) participation to include CIS and non- Recommendation: Establish a Bi-SC CIS professionals. Working Group to nurture a common CD understan ding and include all CD stake- Recommendation: Establish TRIDENT (5) Empower cyber defence during Cri- holders across the Alliance. Ensure Al- as a priority with support from key CD sis Response Planning (CRP): As a disci- lied Command Transformation and Allied stakeholders. Use TRIDENT to rehearse pline across the Alliance, CD is still emerg- Command Operations (ACO) appreciate and refine CD reporting mechanisms. The ing and this is most evident during the the CD findings obtained during SFJZ 13 JFCs should provide SME support for each planning phase of an operation. The JFCs and incorporate them into strategic CD other's certification exercises, enabling each made progress by defining planning activi- documents. ACO and its subordinate com- command to gain value from e very NRF ties and pro ducts in SOP 218, but planning mands should continue to refine SOP 218. certification exercise. Establish and imple- efforts to date are immature. Crisis planning The JFCs should integrate CD into daily ment NATO training to increase the pool activities are by nature high-pressure events battle rhythms and continue to mature of CD SMEs. Leverage CCD COE expertise with short timelines and many required their CD concepts in and out of exercises to develop a corporate knowledge base for products. This environment can be at odds with consideration of cyber threat impacts operational CD. with the creative and innovative thinking to static HQ operations. The NATO Stan- necessary to develop the most resilient plans dardization Agency should consider inclu- for cyber-contested battlefields. A number ►►►
The Three Swords Magazine 26/2014 41 EXPLORING CYBER DEFENCE
of limiting factors were identified during As a result, the "train as you fight" approach CRP events to include: (1) a limited un- is not fully i mplemented, however, employ- derstanding of CD operational relevance; ing real exercise cyber attacks could degrade (2) a lack of confidence in producing cyber the exercise network to the detriment of threat analysis; (3) a lack of understanding meeting all exercise Training Objectives. of available CD resources (i.e. Rapid Re- action Teams, contract support, national Recommendation: Limit CD in TRI- support); and (4) a limited understanding DENT to simulated incidents until ACO's of strategic/political-level cyber sensitivi- implementation of CD is more mature. Use ties and how these could influence mission other e x ercises, such as CYBER COALI- accomplishment. TION, CWIX and STEADFAST COBALT, Recommendation: Establish Bi-SC CD to conduct testing of computer networks. Working Group to synergise CD activities, Explore the costs and benefits of linking facilitate information sharing, and develop such exercises (perhaps as part of the Con- common objectives. Standardise CD play nected Forces Initiative) in order to better in NATO exercises to the extent that sup- replicate the "train as you fight" concept ports those common objectives. Deve lop a without incurring excessive risk to the TRI- repository of CD Lessons Learned for use DENT exercise network. across the Alliance. A repository of MEL/ MIL products would be useful for exercise planning staffs. Recommendation: Update the Com- prehensive Operations Planning Directive (7) Achieve more realistic CD training to include CD. Fill the CD training void. without excessive risk: CIS is provided Conduct CD planning during day-to-day to support exercises without being part of JFC activities. Continue to mature planning the "tested" Training Audience. CD injects products and processes (e.g. Cyber Priori- are scripted/simulated and do not involve tised Asset List and Cyber Risk Assessment the introduction of malicious software that Matrix generation). Establish coordination could be used to test real exercise networks. between JFCs, component commands, and NFS elements. The NATO Intelligence Fu- sion Centre should provide cyber threat analysis support to NCS and NFS and train intelligence personnel how to conduct such analyses. Encourage Ope rational Liaison Reconnaissance Teams (OLRT) to make CD a priority during TRIDENT. Assign CD staff during CRP that have the capacity to think creatively and to teach/coach the planning staff to do likewise.
(6) Create a playbook for all cyber defence-related exercises: Coordina- tion and information sha ring between the various NATO cyber defence-related ex- ercises (TRIDENT, CYBER COALITION, STEADFAST COBALT, CWIX, CMX, etc.) have been limited. Unity of effort could enhance the consistency and efficiency of CD-related exercise planning and execu- tion activities across the Alliance.
“Use TRIDENT to rehearse and refine cyber defence reporting mechanisms.” CJOC TRJR 14, Menorca, Spain. Photograph by JWC PAO.
42 The Three Swords Magazine 26/2014 TO OPERATIONALIZE CYBERSPACE
By Lieutenant Colonel Florian De Castro, United States Air Force Chief Nuclear Operations and Cyber Defence Cell HQ Allied Joint Force Command Naples (JFC NP)
Due to the lack of a common definition or now. In the past, people were able to move this distance coincides with the maximum taxonomy, the terms internet, world-wide freely from one land or maritime area to range a cannon shot could be fired and the web, cyber and cyberspace will be used in- another similar to how we can move from area that a nation can protect from shore(1). terchangeably throughout this article. one website to another. Over the years, we As technol ogy and commercial interests sub-divided continents under different advanced, the concept of territorial waters names such as the Americas, Eurasia, and were legally defined and led to 12 nautical T HAS ALWAYS BEEN as- Africa but these are all the same landmass miles (22 km) as the suitable internation- sumed that the internet or cyberspace i.e. they are all one land that is part of the ally accepted limit(2). domain is considered without borders, Earth's crust. The same can be said for the The same can be said for air with the and for a relatively brief period in the oceans since they are all the same body of development of air routes, air corridors and early 1990s, it was. But by 1996, the water. In military terms, we operationalized air defence identification zones (ADIZ). Iraw, unfiltered internet that most people and sub-divided the different domains since In the early days of the air domain, a pilot think of now has star ted disappearing. The it allows us to manage these vast areas more could fly anywhere. The development of ra- same technology that allows for global in- easily. The two newest domains started this dar, fighter interceptors and surface to air terconnection has created the cyberspace process about one hundred years ago for air, missile (SAM) combined to produce an in- borders and boundaries that most people and fifty years ago for space. The operational tegrated air defence that quickly restricted do not know already exist. These are the development of the air and space domains unauthorised flights at less than 70,000 feet same borders and boundaries that national was patterned after the land and maritime. (21.3 km). It took the 1960s shoot-down of a governments, and by extension the mi lit- In order to further develop the cyberspace U-2 to acknow ledge that the idea of an Open ary, need to further develop in order to ac- domain we will have to draw suitable analo- Sky now has limitations and nations can and complish their defensive missions. To truly gies from the other domains. will protect their sovereign airspace(3). accomplish cyber defence, NATO will need For the land domain, the develop- to operationa lize the newest domain of cy- ment of cities and roads led to national WHILE IT CAN BE argued that space berspace as was done with the other four borders and in military context, armed is vaster than cyberspace, space is not with- domains of land, maritime, air, and space. checkpoints to defend those borders. In out its own limits and boundaries. We have the maritime domain, the concept of ter- subdivided space around the Earth into three THERE WAS A time in human history, ritorial waters was institutionalised. From orbital regimes of Low Earth Orbit (LEO), about twenty thousand years ago, that the the 17th to 18th centuries, territorial wa- Medium Earth Orbit (MEO) and Geosta- land and maritime domains were seen as ters were roughly three nautical miles (5.6 tionary Earth Orbit (GEO)(4). Each orbital vast and borderless as cyberspace is seen km) wide. For some European countries regime has their particular military advan- ►►►
The Three Swords Magazine 26/2014 43 EXPLORING CYBER DEFENCE
tages and disadvantages similar to other domains. In the last twenty years, space has 1A. DOMAIN EVOLUTION OF WARFARE become as congested, contested, and com- petitive as the other domains(5). This con- gestion and competitiveness can be seen in the GEO orbit due to the limited number of available orbital slots. The commercial value of these orbital slots eventually led to development of international laws advocat- ing for using space for the benefit of all. Yet, d espite international consensus of peaceful uses of space, it has not prevented nations from developing offensive and defensive military capabilities similar to those seen in the other domains(6). Figure 1A depicts the time it took for each domain to evolve and mature, while Figure 1B how quickly cyber has evolved compared to the air domain.
IN ORDER FOR NATO to re-adjust its perspective, the Alliance will need to consider cyberspace as it does the other domains. There are three intertwined devel- opmental concepts that must be addressed input debugging, matching streams via but the technology and air defence concept with regards to cyber. These are situational headers, content, and/or timing as well as still took time to organise, conceptualise. awareness; legal-international consensus on employing reverse flow and performing It took time to construct a detection net- cyber taxonomy, rule of law and warfare; network ingress filtering(7). Most of these work with sufficient sensors, communica- and the means of enforcement. These con- terms are probably foreign and may as well tion sites, ground visual observers, and cepts are not fully developed for cyberspace be another language. So the easiest way to fighter interceptor bases. One could argue and it is through these concepts that we de- operationalize or translate is via an anal- that cyber attribution is so difficult since veloped practical military perspective and ogy to the other domains, specifically the one would have to trace back the activity utilisation for the other domains. air domain. Attribution is difficult because through multiple countries. That the con- In all domains, the military cannot of the lack of situational awareness. cept of "radar" in cyberspace cannot be used engage an adversary that it cannot detect. In What cyberspace needs is the air do- since it would mean going into other coun- fact, the issue of attribution is one of the ma- main's equivalent to radar and an air de- tries' potentially sovereign areas. But how is jor challenges of cyberspace. From a techni- fence concept. However, the radar equiva- that different from current radar techno logy cal point of view, attribution would require lent for cyber has yet to be fully developed and concepts? Radar does not end at the in-depth knowledge of gateways, internet and matured. The technology exists for cy- geographic or political borders; in fact, one protocol, store logs and traceback queries, ber just as it was for the radar in the 1940s, can detect radar emissions from neighbor- ing countries in all domains. In other words, radar does not stop at the borders, so should cyber's "radar" need to stop at the cyber bor- ders? Cyber's "radar" would allow the track- ing of the adversary to its source emitters that may have been routed through several countries' internet service providers (ISP) and gateways. To increase situational aware- ness, cyber would require the equivalent "What cyberspace to an aircraft's identify-friend or foe (IFF) transponder. Of course, this would require needs is the air some update to how internet protocol (IP) domain's equivalent data packets are addressed and routed. to radar and an air Figure 2A shows the current compo- sition of IP data as it goes through the in- defence concept." ternet(8). Why not add an additional source ►►►
44 The Three Swords Magazine 26/2014 one can stream digital movies and media 1B. EVOLUTION OF CYBER WARFARE anywhere there is an internet connection, but this is not the case. The commercial en- (Paralleled militarisation of other domains) tertainment industry has established elec- tronic borders and has applied the same digital rights management to its property on the internet as it has with its physical prod- ucts. Most media services coded as Region I cannot be accessed from certain Region II European IP points and some streaming media are not available at all. Yes, there are ways to go around these restrictions, but for the most part, the commercial entertain- ment industry has been able to enforce its restrictions in cyberspace. The taxonomy for the commercial entertainment industry is the same regardless of whether it is in the physical or cyberspace domain. In fact, even the prices are the same.
FOR THE LAST CONCEPT, means of enforcement, the old saying, "the best defence is a good offense" or at least "active location tag, to the IP data thus allowing for also do. These national and international defence" describes every military domain to increased situational awareness as shown laws developed as each domain matured include cyber. Soldiers cannot accomplish in Figure 2B? To accomplish this would re- and commerce increased. The problem with their missions wearing just body armour. quire legal and international cooperation cyber is that while the other domains have Soldiers require weapons to accomplish and consensus with regards to cyberspace. had time to develop, the use of cyber as part their stated military objectives. Even Bal- For the second area, legal-interna- of a military operation do not have the same listic Missile Defence utilises an offensive tional consensus on cyber taxonomy, rule of luxury of time. NATO could pioneer the in- system for defence(9). All military strategies law and warfare, there must be a common ternational operationa lization and normali- and strategists from Machiavelli to Clause- framework for definitions and understand- sation of cyber so that it is treated similar witz describe this dual need. In Chinese ing regarding cyberspace. What are the to the other domains. One example of in- philosophy, one cannot have a Yin without terms of references? How is legal warfare ternational normalisation can be seen in the a Yang. NATO has established a capable de- defined for cyberspace? What is considered commercial entertainment industry, televi- fence for most cyber threats, but that is just an act of war? Each of the other domains has sion and movies. Most are familiar with the the first step and what needs to quickly fol- these common frameworks defined. Air and different regions with regards to DVDs such low is the development of "active defence" space derived their legal and international as Region I for the USA and Region II for capabilities. NATO must realise that the principles largely from their predecessors, Europe, Region III for Asia and so forth. offensive capability of cyber surpasses any land and maritime, which cyberspace can With the internet or cyberspace, in theory, defensive capability that can be implement-
Figure 2B: Cyber IFF example Figure 2A: Sample encapsulation of application data from UDP to a Link protocol frame ►►►
The Three Swords Magazine 26/2014 45 EXPLORING CYBER DEFENCE
ed. The area that needs to be defended is so vast that it does not matter how "resilient" the cyber network is. NATO will not be able to "deter" the most determined adversa ries without an offensive capability. The military Project Lead: Norway, Italy analogy is that NATO has built the equiva- Project Contributors: Austria, Canada, lent of a Cyber Maginot Line against a Cy- PROJECT Denmark, Finland, ber Blitzkrieg. One should not infer that the TEAM Hungary, Netherlands, Spain, Sweden, Maginot Line is not needed, but that the Switzerland, United Kingdom and EU Blitzkrieg is equa lly needed. We must not Project Observers: NATO, United States forget that although NATO is a defensive Alliance, the Alliance possesses equal mea- sure of defensive and offensive capabilities.
"THE SUPREME ART of war is to subdue the enemy without fighting"... Sun Norway co-leading the Tzu's quote describes the potential future of cyber as a war-fighting domain. While multinational project NATO has planted the seed for this potential future, the Alliance must continue the opera- tionalization of cyberspace to co-equal the on cyber defence and other domains by addressing the three devel- opmental concepts of situational awareness; legal-international consensus on taxonomy, operational planning rule of law and warfare; and the means of en- forcement. Only then can NATO develop the By Siw Tynes Johnsen proper military perspective and utilization Norwegian Defence for cyberspace. Research Establishment (FFI)
MODERN SOCIETIES ARE GROWING INCREASINGLY dependent on cyberspace, and modern armed forces are no ex- END NOTES: ception. Cyberspace influences operational activity in all of the (1) While the three nautical mile/cannon-shot warfighting domains. Despite this, there is still a gap in the knowl- rule applied more for the Mediterranean countries edge of those aspects of the cyber domain with an impact on op- and Holland versus the Scandinavian countries, it erational planning and execution. In its aim to fill this gap, Norway served as a suitable accepted compromise between has taken on the leadership role of a multinational project team the different countries at the time. seeking to integrate cyber defence into joint operational planning. (2) Law of the Sea - how 12 nautical mile became NATO's Joint Warfare Centre (JWC) is a highly valued partner in the accepted definition for a nation's territorial waters. this project, and has provided a crucial multinational perspective. (3) On May 1, 1960, CIA pilot Francis Gary Powers was shot down over the USSR. Multinational Capability Development Campaign (4) LEO is considered up to 2,000 km, MEO from This particular project is part of the Multinational Capability De- 2,000 km up to 35,786 km and GEO is at 35,786 km. velopment Campaign (MCDC) 2013-2014, and the Norwegian (5) Space is now congested due to man-made project team consists of personnel from the Norwegian Defence waste left behind as satellites are launched or the Research Establishment (FFI) who are using FFI's technologi- growing number of inactive satellites. cal and analytical competencies. MCDC is a continuation of the (6) The 2007 Chinese anti-satellite (ASAT) test is the Concept Deve lopment and Experimentation (CD&E) campaign, latest example of the further militarisation of space. formerly known as the Multinational Experiment (MNE) series. (7) Techniques for Cyber Attack Attribution. MNE-7, which was the final campaign in the MNE series, dealt (8) http://en.wikipedia.org/wiki/Internet_Protocol with securing freedom of action in the global commons and iden- (9) The original design for the Patriot System is as a Sur- tifying their interrelationships. The MCDC 2013-2014 campaign face to Air Missile (SAM) system. A defensive weapon is the next logical step and focuses on combined operational ac- used to offensively strike at approaching enemy aircraft. cess. Operational access is defined by the United States' Joint Op-
46 The Three Swords Magazine 26/2014 erational Access Concept (JOAC) as "the ect also aims to produce a handbook where first draft of the guidelines and handbook ability to project military force into an opera- contexts and circumstances in the cyber to the participants to consider and com- tional area with sufficient freedom of action domain, focusing specifically on situational ment on. The third and final workshop, to accomplish the mission." The JOAC states awareness and operations, are defined, dis- before stepping into the experimentation that the emergence of the cyber domain as cussed, and analysed. This handbook could phase, focused on editing the final version an increasingly contested domain makes serve as an educational tool for stakehold- of the guidelines and handbook. This work- joint and combined operations more com- ers and parties with an interest in joint op- shop was hosted by the Norwegian Armed plicated, and potentially increases the vul- erations and cyberspace, and would provide Forces Cyber Defence at the Jørstadmoen nerability of a joint force in need of access. more comprehensive information to mili- Camp, right outside the town of Lilleham- The cyber efforts within MCDC are tary professionals with a keen interest in mer, in March 2014. In September, during co-led by Norway and Italy, and the two exploring the cyber domain. the experimentation phase, the multina- countries are separately r esponsible for one tional group will travel to Spain, where the out of two strands of Concept Development Process operational planning coordinators will test and Experimentation. The part of the proj- The Concept Development Process has and evaluate the products developed. The ect led by Italy focuses on challenges related been led by the Norwegian Defence Re- crucial feedback gained from this phase will to data analysis in the cyber domain and search Establishment, on the one hand, and help make the products as useful and appro- Norway co-leading the open source intelligence. Through extended MCDC Partner Nations and organisations priate as possible for use in real operational discussions with national and international participating actively, on the other. In turn, planning processes. The project sign-off will multinational project partners ahead of the project's starting date, partners also host multinational workshops be marked by an integration workshop in it became evident that there were still issues that allow the participants to get together to Austria in October 2014, where the lessons remaining in terms of integrating the cyber discuss and share their knowledge. learned from the experiment will be added to on cyber defence and domain into the joint Operational Planning The first workshop of this kind took both the guidelines and the handbook. Processes. A majority of the MCDC par- place at the European Defence Agency in ticipants use NATO's Comprehensive Op- Brussels, Belgium, in October 2013. The operational planning erational Planning Directive (COPD) when focus was on networking and conceptual Contact information planning joint and combined operations, discussions with the aim to identify the Are you interested in learning more about which makes MCDC an ideal forum where guideline's contents as well as that of the the Norwegian Defence Research Estab- one can find solutions for this process. Oth- handbook. The second workshop was held lishment's work in the area of cyberspace er planning processes follow similar steps, in Bern, Switzerland, in December 2013. and operational planning? Don't hesitate to which would make it easier for nations to This time the group brought a more hands- contact the project leads: Siw Tynes Johnsen adapt the product to fit national needs. on, detailed approach to the table, as the ([email protected]) and Ragnhild Norwegian team had provided a rough, Siedler ([email protected]). Operational Planning Products The aim of this project is to develop two supporting documents, which would sup- port the multinational planning processes such as the COPD, and to inform the plan- ning coordinators of issues related to the cyber domain. These documents seek to increase cyber situational awareness and better inform a combined joint force of the cyber aspects of the operational environ- ment. The first document is the guidelines for cyber integration throughout the COPD planning, Phases 1–4b. It is a document in- tended to serve as a step-by-step guide for the planning coordinator, pointing to where and how specific cyber aspects should be considered. What is perhaps especially crucial is to address the cyber elements as early as in Phase 1, which focuses on achiev- ing situational awareness. The goal for this document is to be concise in order to make Central at Jørstadmoen, for the protection of it useful for a planning coordinator who is critical infrastructure. Photograph by Sindre Sørhus. working towards tight deadlines. The proj- ►►►
The Three Swords Magazine 26/2014 47
Vice Admiral Philip S. Davidson, Commander Major General Erhard Buehler, welcoming distinguished STRIKFORNATO, during a press conference. visitors to observe the exercise in Menorca, Spain.
TRJR 14 EXCON at JWC, Stavanger, Norway.
Lieutenant General Rafael Comas Abad, Com- mander NATO Rapid Deployable Corps Spain (NRDC-ESP), during a press conference.
48 The Three Swords Magazine 26/2014 The three OPRs: JWC OPR (Lt. Col. Bo Andersen, DNK A), NRDC-ESP Co-OPR (Lt. Col. Robert Kroning, USA A) and SFN TRJR 14 EXCON meeting in Menorca, Spain. OPR (Cdr William Clarke Brown, GBR N).
TRIDENTJAGUAR 14
OnContinued on page 60. FOCUS TOP LEFT: Exercise TRIDENT JAGUAR 14, DV Day, 10 May — Major General Erhard Buehler, Commander JWC and TRIDENT JAGUAR 14 Exercise Director, welcomed distinguished visitors, in- @jwc.nato.int cluding military flag and general officers, civilian officials and me- WATCH THE VIDEO dia representatives to observe the ongoing exercise with NRDC- ABOUT TRJR 14. GO ESP at the San Isidro military base on the island of Menorca, TO YOUTUBE.COM/ Spain. During his presentation, Major General Buehler said: "One USER/JWCNATO. major difference in this exercise compared to those in the past, is the exercise architecture. The demands of two separate Joint Task Force HQs have to be fulfilled by one Exercise Control Team."
The exercise will be covered extensively in the upcoming edition of The Three Swords. Photographs The by JWC Three PAO. Swords Magazine 26/2014 49 Strategic By Jonas KUKULSKIS Public Affairs Officer Partnerships Energy Security COE
NATO Energy Security
Centre of Excellence http://www.enseccoe.org
"NATO ENSEC COE assists NATO, Nations, Partners and other bodies by supporting NATO's capability development process, mission effectiveness and interoperability by providing comprehensive and timely expertise on aspects of energy security."
• Growing energy demand of armed forces: the United Kingdom have expressed their NATO's forces are consu ming more and interest in joining the COE; the UK will more fuel every day. In World War II, the join as a Sponsoring Nation and Georgia as average fuel consumption per soldier was a Contributing Partner. less than two gallons a day, while today it has jumped more than tenfold. The ri sing Value for NATO price of fuel also creates a greater need for NATO ENSEC COE adds value to the more efficient energy use. NATO agenda through its many activities, such as: • Global resource landscape: Over the next 20 years, the global energy demand 1 Support to exercises and training is estimated to increase 30 percent. Even events. In 2013, ENSEC COE took part more tankers will carry oil and LNG over in the preparation phase of the exercise even greater distances and through nar- STEADFAST JAZZ 13 (SFJZ 13) and sup- NERGY IS LIKE OXYGEN - row choke points. As a result, more dis- ported the development of the SKOLKAN most people only care about it putes about territories with a vast supply scenario. In addition, Exercise BALTIC when they are deprived of it. of valuable energy resources may arise. HOST 13 was connected to the SFJZ 13 More efficient energy use in the with scenario which aimed to work on Host military brings advantages other THESE SERIOUS, growing needs with- Nation Support procedures within the three Ethan reducing costs. By cutting the energy in the security community identified a need Baltic States (Lithuania, Latvia and Estonia). use we can save lives and environments. to establish a NATO Energy Security Centre As a result, almost all preparatory events There are three very valid reasons why we of Excellence (ENSEC COE). Created on 10 were executed at the JWC. This year, ENSEC should devote greater attention to energy July, and accre dited on 12 October 2012, COE is planning to participate to the prepa- security needs: the NATO E nergy Security Centre of Excel- ration phase of the Command Post Exercise lence currently operates as a widely recog- TRIDENT JUNCTURE 14, Crisis Manage- • Vulnerability of energy supplies: In nised international military organisation. ment Exercise (CMX) VIGILANT GUARD some parts of the world piracy poses a Lithuania, which is the Centre's framework 14, NATO Crisis Management and Table permanent risk to oil and Liquefied Nat- nation, Estonia, France, It aly and Turkey are Top Exercise (TTX) BALTIC HOST 14, all ural Gas (LNG) tankers; cyber-attacks working closely together to help transform of which focus on Critical Energy Infrastruc- against energy infrastructure have hap- scientific process and research while at the ture Protection (CEIP) from cyber-attacks. pened on numerous occasions, and hun- same time contri buting to training activities Since JWC will serve as the base for the prep- dreds of terrorist attacks against energy and the exercise planning process. And, the aration of the TTX, the ENSEC COE is plan- infrastructure occur daily. Centre is already expanding - Georgia and ning a series of working visits to the JWC.
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50 The Three Swords Magazine 26/2014 CONNECTED FORCES
AS FOR 2015, JWC came up with the 7 Publications on "Energy Security: initiative to organise and host a Warfight- Operational Highlights" and "Energy ing Conference in an effort to support EN- Security Forum". Various energy secu- SEC COE Concept and Doctrine develop- rity experts analyse relevant energy security ment in 2015. Therefore, it goes without events and tendencies and share their obser- saying that ENSEC COE is very much in vations in a collection of articles in various favour of this event and does what it can monthly publications. to help with the preparations. NATO Civil Emergency Planning Committee has also 4 Conference and industry exhibi- 8 Cyber defence of critical energy requested NATO ENSEC COE to support a tion "Innovative Energy Solutions for infrastructure. The Centre is rolling out TTX on NATO Critical Energy Protection, Military Application 2014" (IESMA a work-stream for analysing cyber threats which will take place in Vilnius, Lithuania, 2014). The purpose of this event is to and vulnerabilities of critical electrical from 27 to 31 October 2014. The TTX will bring the military, academia and industry grid infrastructure control as well as support national authorities in building professionals together from NATO and communication systems on a regional resilience by improving disaster prepared- Partner Nations to share their experiences (cross-border) level and possible physical ness, planning, prevention and response, and discuss the need for improving energy and digital consequences of such attacks. and strengthening their capability to man- and environmental technologies in order This project is intended to be a joint age potential civil emergencies. The event to raise the visibility of those projects and project involving both Cooperative Cyber will cover topics related to the implemen- products, which are suitable for military Defence Centre of Excellence (CCD COE) tation of the NATO Policy on "Energy Re- application. This is the second time (the and Defence Against Terrorism Centre of lated Critical Infrastructure Protection". first time being in 2011) ENSEC COE or- Excellence (DAT COE). ganizes IESMA. 2 The multi-year project "Ene rgy THESE ACTIVITIES help to prope rly Ma nagement in an Expeditionary 5 Support to production and out- address energy security within the Alliance E nv ironment: Towards Smart Energy line of NATO policy paper "Power by shifting from purely political statements Camp". This project is designed to provide Generation for Deployable Force to a more practical implementation, utilising a model for an energy-efficient battalion- Infrastructure" (joint project with a wide range of tools and formats. sized military unit as well as multi-faceted, NATO Military Engineering Centre integrated and feasible solutions, which of Excellence). This document sets out the again will increase energy efficiency of mili- principles and guidance on how to improve The Centre's ambitions tary units, both in fixed locations and dur- energy generation efficiency and reduce the • to play the leading role in introdu cing ac- ing deployed operations. This is achieved by logistical burden of Deployed Force Infra- tivities related to energy security within propo sing innovative technology solutions structure. It also sets out a framework for NATO; for management and increasing combat ca- the development of standards and addresses • to conduct one NATO recognised course pabilities, where possible. areas relating to energy consumption, stor- annually; age and distribution for the purpose of • to attract one NATO Nation per year as 3 Special Study "Energy Efficiency: enhancing the overall cost effectiveness. a sponsor. Cultural Change". The aim of this study is to examine the existing relevant culture; per- 6 Further support to enhancement ceptions and which behavioural schemes are of military energy efficiency in NATO resistant and which schemes promote energy through further performance of co-direc- efficiency within military entities. The results torship and executive management of Smart of the study are expected to indicate strengths Energy Team (SENT) project as well as and weaknesses of the enabling cultural envi- support to other NATO smart energy ini- ronment as well as opportunities and risks of tiatives. SENT is an interdisciplinary team the predisposing cultural environment. Later, of experts that will generate cross-cutting the results will be implemented into the prep- know ledge and steer the process of inte- aration of tailor-made education and training grating "smart energy" into Smart Defence. courses, exercises, as well as the deve lopment SENT serves to link activities and expertise of common standards, common language related to smart energy and facilitate fur- and common procedures, thereby ensuring ther Research and Development. better use of energy-efficiency related tech- nology and logistics.
The Three Swords Magazine 26/2014 51 By Commander (SG) Rune Knudsen, Strategic Norwegian Navy Branch Chief Operational Assessment, Partnerships Command and Control COE
NATO Command and Control (C2)
Centre of Excellence http://c2coe.org/
"The C2 COE provides expertise in Command and Control to several developing NATO initiatives including reduced HQ structure, deployable HQ concept/Joint Task Force HQ, maritime security, Smart Defence and the Connected Forces Initiative. "
mand and Control (C2) process with a fo- over the past two years that have contrib- cus on the operational environment. The uted to current, real world operations. One C2 COE continually reflects on our position of the Centre's largest contributions was an within NATO to ensure we are providing assessment conducted on the Afghan Mis- the Alliance with the most relevant contri- sion Network (AMN). This task required butions in the field of C2. We find ourselves substantial preparation, time and re- in a fast-paced and dynamic environment sources. The Centre deployed two teams to with new focus areas and challenges. Thus, Afghan istan for a duration of four weeks. the Centre constantly strives to improve C2 They visited four HQs representing dif- principles and techniques. We contemplate ferent echelons of the ISAF C2 structure: if we would be better suited to specialise in HQ ISAF (in-theatre strategic level), HQ a specific C2 domain or if we could better ISAF Joint Command (operational level), serve the Alliance by championing new ini- Regional Command North (RC-North) tiatives within the field of C2. The Centre is and Provincial Reconstruction Team Mey- HE COMMAND AND CON- currently analysing three distinct elements maneh (PRT MMN) (tactical level). The TROL Centre of Excellence (C2 of C2: human factors, Information Knowl- lessons identified from this mission con- COE), located in Kromhout edge Management (IKM)/staff processes, tributed to the deve lopment of the Feder- Kazerne in Utrecht, the Neth- and policy and doctrine. We will evaluate ated Mission Networking (FMN). erlands, was established in 2007 if these elements meet our expectations as The Centre provided operational andT accredited as a NATO COE in 2008. The well as the needs of our customers in the assessment teams in support of Opera- Centre is sponsored by nine NATO Nations C2 domain. tion UNIFIED PROTECTOR (OUP) and and has a total of 25 posts organised into a The C2 COE has spearheaded se veral OCEAN SHIELD. We have provided Sub- Directorate and four Branches: Operational Allied Command Transformation (ACT) ject Matter Experts (SMEs) in support Assessment Branch, Analysis and Concepts initiatives to include the NATO Network of various exercises to include the Joint Branch, Expertise Management Branch Enabled Capabilities (NNEC) assessment of Warfare Centre (JWC) in support of the and Support Branch. The Centre's Direc- the NATO HQ structure. Last year the Cen- STEADFAST series, the Joint Force Train- tor is Royal Netherlands Navy Captain G.H. tre focused on further development of the ing Centre (JFTC) in support of Regional (Gerrit) Nijenhuis. He assumed his post in new NNEC criteria and ways we could op- Command North and "Above KANDAK" February 2014. erationalize it. The new criteria were tested training and Supreme Headquarters Allied The C2 COE's mission is to support for the first time in the 2013 STEADFAST Powers Europe (SHAPE) J7 in support of NATO, Nations and international institu- series exercise. The overall findings were re- their evaluation teams during HQ certifica- tions/organisations by providing Subject ported to ACT. tion exercises. Matter Expertise on all aspects of the Com- The Centre has led several pro jects ►►►
52 The Three Swords Magazine 26/2014 CONNECTED FORCES
THE C2COE PROVIDES expertise Estonia is the most recent addition in Command and Control to several devel- to the C2 COE. It is technologically a very oping NATO initiatives including reduced advanced country which, among other HQ structure, deployable HQ concept/Joint reasons, made it an ideal location to host Task Force (JTF) HQ, maritime security, this year's seminar. The cyber domain has Smart Defence and the Connected Forces been increasingly more important in every Initiative. In addition, the Centre supports field of C2 and Estonia also hosts the NATO events such as the Coalition Warrior In- Cooperative Cyber Defence COE (CCD teroperability eXploration eXperimentation COE). The CCD COE provided speakers eXamination eXercise (CWIX), Technology and added to our already highly educated for Information, Decision and Execution audience, contributing to our discussion Superiority (TIDE Sprint), and the Con- about the effects of the cyber domain in the cept Development and Experimentation information age. The conference successfully (CD&E) Working Group as well as many brought together 114 specialists from other working groups. 17 Nations representing 62 different NATO One of our latest engagements is and non-NATO institutions. The JWC receives expertise in C2 as cooperation with the Joint Air Power The C2 COE's relationship with JWC, well as more evaluators to ensure the exer- Competence Centre (JAPCC). The JFTC and JALLC is important to us not only cise goals are met. This is a win-win situa- Centre will provide Air Command and for support to exercises but it also provides tion for both entities and also for NATO, but Control (AC2) SMEs in support of the mutual benefit advancement of policy and this relationship can be further developed. Comprehensive Operational Planning doctrine in the C2 domain. Currently, JWC JWC's unique position as the warfare centre Directive (COPD) course at the NATO and C2 COE interaction has been limited to for NATO HQs gives it the opportunity to School in Oberammergau. augmentation of JWC Training Teams during influence changes to policies and doctrine. Since our inception, the C2 COE has Phase IIB and IIIB of NATO Response Force In the future, the C2 COE hopes to work organised and conducted annual seminars (NRF) exercises with SME support provided more closely with the JWC to refine the hu- and workshops focusing on Command by the C2 COE. The C2 COE support of JWC man factors, Information Know ledge Man- and Control. Indeed, the Centre's latest exercises allows the C2 COE to stay current agement and staff processes domains. The seminar, “Exploring Command and on the latest developments in C2 from the C2 COE believes this synergy between the Control in an Information Age” took place field while using this experience to focus our COE and JWC will improve training, tech- 4-6 March 2014 in Tallinn, Estonia. conceptual projects. niques and procedures in the field of C2.
"The C2 COE has led several projects over the past two years that have contributed to current, real world operations."
A Norwegian CV9030 during a patrol in Faryab Province, Afghanistan. Photograph by ISAF PAO.
The Three Swords Magazine 26/2014 53 By Colonel Jaroslav Borek, Strategic Czech Republic Army JCBRN Defence Training, Exercises and Partnerships Education Department
Joint Chemical, Biological, Radiological and Nuclear (CBRN) Defence
Centre of Excellence http://www.jcbrncoe.cz/
"One of our most important activities continues to be providing support to NATO exercises and training events, primarily through working with the Joint Warfare Centre within the context of the STEADFAST series of exercises."
rently also co-chairs the CBRN Training the documents that are most critical to the and Exercise Panel. One of its most impor- exercise, which is the Exercise Specification tant activities continues to be providing (EXSPEC). Why does the COE attend this support to NATO exercises and other Al- conference? The main reason is to ensure liance training events, primarily through that the CBRN defence aspects are reflected working with the Joint Warfare Centre not only in the exercise objectives, but also (JWC) within the context of the STEAD- in the tasks set for the JHQ and its subordi- FAST series of exercises. nate commands. During the Initial and Main More than five years have elapsed Planning Conferen ces, where the content of since the COE first provided support to the the exercise is broadly discussed, the COE NATO Response Force (NRF) certification tries to identify EXCON manning gaps at the process as part of the NRF 10 certification NATO Command Structure level in an effort during exercise STEADFAST JOINER. to close them, using resources of its own. Since that momentous occasion, the COE One of the most prominent benefits has continued to provide CBRN expertise for the JCBRN Defence COE, as well as for throughout all aspects of the STEAD- the JWC, is the COE's participation in the OR SEVERAL YEARS NOW, FAST exercises, and this support is firmly JWC Training Teams' (TT) set-up for the the Joint Chemical, Biological, integrated into its Programme of Work. Crisis Response Planning, likewise for the Radiological and Nuclear Defence Various COE members routinely attend exercise execution phase. The JCBRN COE's Centre of Excellence (CBRN De- all exercise phases with the sole aim of im- Observer/Trainer provides support across fence COE) has been NATO's proving Alliance performance and CBRN the entire spectrum of CBRN operations Fsingle access point to the full spectrum Defence capabilities. in order to facilitate CBRN defence-related of CBRN expertise. Its competence lies in In order to influence the preparation training objectives for exercise Training Au- razor-sharp knowledge of CBRN defence- of NATO Training Audiences within the diences in the most effective manner. related doctrine, including custodianship CBRN domain, the COE actively attempts The COE also provides support criti- of several key CBRN documents as well as to match its ambitious intent to attend all cal to the development of the Wea pons of chairmanship of the CBRN Doctrine and stages of the STEADFAST exercise planning Mass Destruction (WMD) portion of the Terminology Panel. Other skills and activi- process, beginning with a major event: the scenario/country books for the virtual states. ties include concept development, CBRN Exercise Specification Conference. Usually, COE inputs i nclude the basis for the further courses, high-level meetings and conference this is where the COE first connects with the deve lopment of other scenario material. organisation. The COE not only contributes next STEADFAST iteration, thus enabling it The COE also develops the Toxic Industrial to raise NATO exercise standards, but cur- to contribute to the deve lopment of one of Material site databases as well as a generic ►►►
54 The Three Swords Magazine 26/2014 CONNECTED FORCES
Members of the multinational CBRN Battalion take measurements to determine levels of contamination during CBRN exercises as part of exercise STEADFAST JAZZ 13. Photograph by NATO.
description of the belligerent's WMD ca- learned process, and SHAPE J7 with the sons identified and the subsequent analysis pabilities. These provide foundations that evaluation and analysis process. As there is of these items so that it will be able to more are critical to the CBRN incidents scripters' a persistent lack of CBRN specialists within greatly contribute to the NATO lessons work and allow them to prepare challeng- the NATO Command Structure, the COE learned process. Other future activities may ing and realistic CBRN play for the Training augments evaluation teams for the CBRN include the introduction of remote model- Audiences during incident development and Joint Advisory Team, the CBRN Battalion, ling and simulation support in order to en- MEL/MIL scripting workshops. the lessons learned officer, the scenario team hance the effectiveness and realism of the including CBRN Response Cell advisors CBRN play in the upcoming NATO exercise. THE STEADFAST EXECUTION and TTs of CBRN Subject Matter Experts. Besides the usual long term cooperation, the phase is, of course, the culminating moment All of these components work closely with COE also plans to extend the JWC support for all participants. For the duration of this the overall MEL/MIL team in an effort to by providing CAX operators from its Mod- phase, the COE operates across all exercise initiate dynamic scripting when necessary. eling and Simulation Section, starting from areas, supporting the TTs at the JHQ and In support of future NATO CBRN the early planning process of the exercise, in component commands as well as SHAPE's defence capability development initiatives, order to analyse possible ways of incorporat- certification teams. During the execution the COE plans to extend its evaluation and ing CBRN hazard warning and prediction phase, what the COE wants most of all is to analysis expertise, mainly through the iden- tools and outputs to the Joint Theater Level assist the JWC with EXCON and the lessons tification and collection of observations/les- Simulation (JTLS) scenario.
"JCBRN Defence COE has been NATO's single access point to the full spectrum of CBRN expertise."
Photograph by JCBRN Defence COE.
The Three Swords Magazine 26/2014 55 Strategic By Lieutenant Colonel Ed Wijninga, Netherlands Air Force Partnerships JAPCC Liaison Officer to JWC
Joint Air Power Competence Centre
Centre of Excellence http://www.japcc.org
"The Connec ted Forces Initiative will provide an effective, but above all efficient alternative to the o pera- tional focus of the last decade. Coherent education and training should offer the bedrock for the deve lop- ment of individuals and teams so that they have the cognitive ability to assimilate and understand com- plex situations and cultures and become comfortable with ambiguity and risk."
ly work with. At the same time, in the recent the one hand and the changing nature of past several conflicts have shown that the war through asymmetric warfare, interna- way many non-state actors are waging war tional terrorism and the politically sensi- requires a different response from NATO. tive "collateral damage" on the other. Many Last, but not least, from an Air and Space of these new developments have resulted in Power perspective, these conflicts have been new doctrine, tactics and procedures. This largely fought in a permissive environment, needs to be secured through education, which led to the application of Air Power training and exercises. based on Air/Land Doctrine while no air- threat was experienced. THE PRIMARY ENTITY responsible Now it is time to take stock and shift for organising and conducting NATO R es- the focus from actual operations to applica- ponse Force (NRF) certification, and many HE JOINT WARFARE Centre tion and implementation of lessons learned other large-scale, joint-level exercises is (JWC) in Stavanger and the and focus on a battle rhythm of Education, NATO's Joint Warfare Centre (JWC) in Joint Air Power Competence Training, Exercises and Evaluation (ETEE). Stavanger, Norway. JWC organises me- Centre (JAPCC) in Kalkar, The Connected Forces Initiative (CFI) is the dium to large-scale exercises aimed at the Germany, have signed a Letter chosen vehicle for this back-to-the-future strategic and operational level in which all ofT Agreement (LoA) to closely interact and situation and it will hopefully provide an of the Command and Control layers of the coordinate their work in order to collec- effective, but above all efficient alternative NATO Command Structure, but also the tively and coherently contribute to NATO's to the operational focus of the last decade. NATO Force Structure can be trained and transformation. Coherent education and training should certified for the NRF and other deploy- offer the bedrock for the development of ments, or to increase their operational pre- AS NATO OPERATIONS come to an individuals and teams so they have the cog- paredness and readiness. end in Afghanistan, the Alliance finds itself nitive ability to assimilate and understand During the planning and execution at a crossroads. NATO's focus is shifting complex situations and cultures and become of the recent exercises it became apparent from combat operations towards preserving comfortable with ambiguity and risk. that JWC alone lacks sufficient manpower, the knowledge gained, and preparing and Especially the Air and Space Power especially to support the Air and Space being ready for future contingencies. The domain has seen tremendous developments domain. This led to an initiative in which nature of the conflict in Afghanistan has led over the past ten years; be it the emergence JWC and the JAPCC agreed to cooperate in to new doctrines, new technological devel- of Unmanned Ae rial Systems, increased order to better support the Air and Space opments and new players on the battlefield dependence on space and space-based as- Power part of large-scale NATO, and JWC- that the military in the past did not normal- sets, the challenge of the cyber domain on led, exercises. ►►►
56 The Three Swords Magazine 26/2014 CONNECTED FORCES
THE FIRST RESULT OF this cooper- appointing Requirement Authorities (RA) pabilities, such as the Order of Battle, Air ation was JAPCC’s contribution to exercise and Department Heads (DH) for all of the Forces bed-down, the Integrated Air Defence STEADFAST JAZZ 13. Early on in the ex- operational disciplines in NATO should system and the Air Command and Control ercise planning process, it was agreed that lead to the establishment of RAs and DHs in system, will be developed. JAPCC would, based on the newly created the Air and Space power domain. Currently, One of the first visible results of SKOLKAN scenario, develop the OPFOR only the RAs and DHs for Air Command and NATO's CFI is a major exercise that will be Air Concept of Operations (CONOPS) Control are nominated. Through exercise conducted in 2015. This "flagship" exercise, for the exercise. During the scripting of participation, JAPCC is able to broaden its TRIDENT JUNCTURE 15, will be the first the Main Events/Incidents List (MEL/ knowledge and observe the lessons that can exercise to use the SOROTAN scenario. This MIL) in September 2013 it became appar- be used in its role of advisor to both RAs investment of JAPCC's knowledge, experi- ent that this had to be developed into a and DHs as required. Furthermore, JAPCC ence and manpower obviously brings benefit full scale dynamic air play as the scenario has been requested by Allied Command to JAPCC as well. Not only will it provide had to provide sufficient input for AIR- Transformation (ACT) to accept the role of JAPCC members with an opportunity to COM Ramstein to be able to exercise all DH for Space. JAPCC is currently assessing contribute to an exercise and get back with of their processes in order to achieve the the implications for its resources. their feet in the mud, but it will also provide Full Operational Capability status. JAPCC with a broader perspective on the lat- JAPCC prepared the full dynamic JAPCC WILL CONTINUE to support est developments in the application of (joint) scenario and developed the Air Operations exercises in the future, this being one of its Air and Space Power and help to further the Directive, the Airspace Co-ordination responsibilities as a COE according to the Air Command and Control processes in Order and the Air Tasking Order for MC Concept for Centres of Excellence. For which JAPCC plays a part. In other words, OPFOR Air. Moreover, a complete Theatre the near future, JAPCC will provide similar JAPCC's contribution with Air and Space ex- Ballistic Missile (TBM) scenario was support to exercise TRIDENT LANCE 14. pertise to JWC works two ways: JWC is sup- developed and space/cyber incidents were JAPCC will also contribute to the develop- ported with a "critical enabler" and JAPCC created. This was supported by a number ment of a complete new scenario, called gets to have its "feet in the mud" and stay in of MEL/MIL incidents and a complete Intel S OROTAN, for which all OPFOR air ca- touch with the latest developments. scenario. During the execution phase of the exercise, the JAPCC deployed its OPFOR Air team, enhanced with a database manager from CAOC Uedem, and an Intel "The Joint Air Power Competence Centre delivers crucial specialist from AIRCOM Ramstein. Air and Space Power expertise to NATO exercises." JAPCC's participation in exercise STEADFAST JAZZ 13 can be considered a success. Not only was JAPCC able to deliver the required Air and Space expertise to JWC and to STEADFAST JAZZ 13 in particular, it also paved the way for further development of future JAPCC support to exercises where Air and Space power expertise is requested. At the same time, participation in these kinds of exercises provides JAPCC with a return on investment. JAPCC members were deeply involved in the Operational Planning Process (OPP) including the strategic level, the (operational) JFAC level, and nearly the tactical level. This provided JAPCC members with valuable knowledge and experience and at the same time it kept JAPCC up-to-date on recent developments in exercise simulation techniques and the Air OPP. This participation can have an effect on new developments taking place within the NATO ETEE environment as laid down in the Bi-SC Directives 75-2, 75-3 and 75-7. The currently ongoing process of
The Three Swords Magazine 26/2014 57 By Major Luca Sacco, Italian Army Strategic Modelling, Training and Education Support Section Chief Partnerships NATO M&S COE
NATO Modelling and Simulation (M&S)
https://transnet.act.nato.int/WISE/ Centre of Excellence COE/Individual/MS/index_html
"The cooperation between the Joint Warfare Centre and the Modelling and Simulation (M&S) Centre of Excellence is CFI-oriented and aimed at increased 'smart' training."
and Lessons Learned. Ever since the Centre "CAX Specialist Certification Course". The was established, even before its accredita- course mainly aims at giving the participants tion as a NATO COE, a solid and valu- the knowledge they need to perform their able cooperation has existed with the Joint duties as CAX specialists during NATO/PfP Warfare Centre (JWC). In parti cular, M&S exercises, which are conducted in accor- COE and JWC's Computer Assisted Exer- dance with Directive 75-3. The main topic cise (CAX) Branch embarked on coopera- of the course is the use of software and tion when the CAX/Operator Certification other tools during NATO exercises, but it Course (CAX OCC) was handed over to us. also provides an overview of the processes Du ring the November 2009 Concept Devel- and management of the Main Events List opment and Experimentation Conference and Main Incidents List (MEL/MIL), with in Rome, JWC and M&S COE agreed that focus on the role of the Response Cell team the COE should take over the entire respon- during the e xecution phase of an exercise. OWADAYS, MODELLING sibility of organi sing this course. We are The overall idea behind the course, & SIMULATION combined proud to announce that the 7th CAX OCC an idea which is shared by both JWC's CAX with Education and Training will take place in Rome in June 2014, for the Branch and M&S COE, is to establish a pool (E&T) aims at increased capa- third time running. Today, the CAX OCC of experts who may be called upon to sup- bilities in NATO and Partner is among the accredited "NATO Selected" port any NATO CAX. For example, during Ncountries by providing subject matter exper- cour ses listed in the Education and Train- the last STEADFAST JAZZ exercise, CAX- tise on all aspects of the M&S activities. In ing Opportunities Catalogue (ETOC) and certified personnel from the U.S., Turkey, these times of austerity, M&S is tasked with it is also published on the NATO Electronic France and Italy were deployed to the Com- overcoming the challenges by provi ding its Individual Training Education Programme ponent Command Response Cell (CC RC) at essential support to apply M&S in order to (e-itep) website. JWC, Stavanger. For this reason we strongly stimulate Training Audiences (TAs) during It is important to make you aware believe that attending the CAX course is a training events and exercises. that the course is being tailored and updated good opportunity for any individual to fur- NATO M&S COE is located in Rome, continuously to reflect current training ob- ther develop his personal skills. Also, it might Italy, and was accredited in July 2012. Upon jectives and to ensure that it matches with prove to be a good investment for a nation to its establishment, a pool of M&S Subject how NATO envisions that CAX should be send personnel to attend the course, as they Matter Experts was quickly identified. The carried out. will use what they have learned to support NATO M&S COE organisation has four pil- national CAX too. Consequently, this pool lars: Concept Development and Experimen- M&S COE is currently receiving a new of certified CAX specialists will become an tation; Doctrine Development and Stan- accreditation, which will result in a slight important shared resource. dards; Education and Training; Analysis amendment to the course title to become ►►►
58 The Three Swords Magazine 26/2014 CONNECTED FORCES
IN ADDITION TO cooperation for course held by M&S COE is scheduled for sharing M&S and CAX expertise across the CAX OCC, the M&S COE Programme November 2014 and will have a capacity of NATO and Partners. Even though COE of Work (POW) also supports JWC during 25 participants. will be managing the entire course, the NATO Response Force (NRF) exercises. Centre still needs the JWC CAX Branch's This request for support was submitted by TEAMWORK ALSO PLAYS a cen- support in sharing CAX doctrine, M&S Allied Command Transformation (ACT) tral role when organising the CAX Forum. tools, and Command and Control tools and approved by NATO M&S COE's Steer- The Forum focuses on technical issues and evolution and training. In addition, even if ing Committee. Basically, M&S COE takes operating procedures related to simula- M&S COE has already proved its value in up some essential CAX Branch positions tion-based exercises and training support. support of training at all levels, the impor- during the execution of the NRF series of The CAX simulation/training centre staff tance of live exercises is also essential. exercises. Our personnel deploys twice a i ncludes personnel and experts from 26 Finally, M&S COE would like to send year to Stavanger in order to ensure effi- countries. The 2013 Forum's primary goal a special thanks to the JWC, and an ex- cient and direct support to the Response was to promote the exchange of informa- tended thanks to its CAX Support Branch Cells. Special support is given to the Air tion and "best practices" among NATO for providing us with continuous support Component Command Response Cell (two and national simulation/exercise centre in conducting training activities for NATO officers), and to the Special Operations staffs, and with 200 participants attending and Partners. When looking to the future it Component Command Response Cell (one the previous course, we look forward to yet might prove to be a challenge for M&S to, officer). Actually, by supporting these cells, another successful Forum, this time at the for example, live up to the notion of "M&S M&S COE personnel is able to polish their Ataturk Wargaming and Conference Cen- as a service", that is to say training units CAX skills in order to continue to give rele- tre, Turkey, on 16-19 September 2014. and people the easiest, fastest, most cost- vant information during the lectures. More- The cooperation between NATO effective and secure way. JWC contributes over, JWC's CAX Support Branch provides M&S COE and JWC on training makes it largely to giving NATO M&S COE visibility valuable support for the M&S basic course. possible for NATO/PfP Nations to ensure in general, and not only in training contexts. The aim of the course is to give the partici- that the right people receive the right train- Therefore we can say that the cooperation pants the introductory knowledge needed ing. In order to further improve coopera- between the JWC and M&S COE is Con- to properly understand and address issues tion it is necessary to avoid redundancy in nected Forces Initiative (CFI)-oriented and related to military environments. The third "smart" training, and this is best done by aimed at increased "smart" training.
"NATO M&S COE personnel are deployed twice a year to Stavanger in order to ensure efficient and direct support to the Response Cells..."
Photograph by M&S COE.
The Three Swords Magazine 26/2014 59 JWCON THE WEB and FACEBOOK For the full articles, visit jwc.nato.int
TRIDENT JAGUAR 14: NATO began exercise TRIDENT JAGUAR 14 (TRJR 14) on 7 May, testing the Alliance's ability to respond to crises anywhere in the world, in short time. The exercise, led by NATO Allied Command Transformation (ACT) and directed by the Joint Warfare Centre (JWC) included elements of Naval Striking and Support Forces NATO (STRIK- FORNATO), NATO Rapid Deployable Corps-Spain (NRDC-ESP) and the U.S. Navy command ship, USS Mount Whitney, the Command and Control ship for STRIKFORNATO. TRJR 14 is the first exercise where national headquarters from the NATO Force Struc- ture (NFS) are trained and certified as NATO Joint HQs, able to conduct Small Joint Operations either from land or sea (maritime, land, air forces working side-by-side under one common leadership). During the exercise, NATO Special Operations Headquarters (NSHQ) was also certified as fully ca- pable to undertake NATO Special Forces operations on behalf of the Alliance. The 10-day exercise trained and evaluated NDRC-ESP and STRIKFORNATO's abil- An exercise roundtable meeting taking place with Host Nation ity to plan and conduct Crisis Response Operations representatives as part of the TRJR 14 scenario. to restore peace and security, and to prevent further destabilisation. Both HQs also supported reconstruc- tion and humanitarian assistance efforts during the remote, joint operations. To achieve this they used the fictitious SKOLKAN scenario, created and devel- oped by the JWC. With more than 20 nations directly in- volved in the execution of TRJR 14, the exercise also showcased NATO's commitment to sustain- ing a ready and capable interoperable force. "We are working toget her," said Spanish Army Lieu- tenant General Rafael Comas Abad, Commander NRDC-ESP. "I think this shows clearly a message in the uniqueness of the engagement of our coun- tries to defend each other when needed. This is our job." (By Senior Chief Hendrick Dickson, United States Navy, HQ ACT.)
"AS OPFOR AND TRAINERS, our challenge is to create operational-level dilemmas for the Commanders so that the tensions created by pulling them in different directions re- sults in staff interaction to develop recommendations on which the Commanders can make sound decisions. This helps to train them to MANAGE AMBIGUITY, RISK AND UNCERTAINTY under pressure. We strive to make the arguments finely balanced so that the Commander has to use both art and science in reaching a conclusion and then having to live with the consequences, as in real life. An example might be: 'Do they pursue a fleeting opportunity but carry additional risk, or do they wait until they have a better correlation of forces, but may be exposed to ad- verse media and civilian population reactions in doing so?' Decisions that force them to consider changing their main effort, priorities, resource allocations or deployment of op- erational reserves, WHILST UNDER THE GAZE OF THE MEDIA - including social media commentary - are the Middle: A simulated press conference. Below: A collection of simulated, daily kind of decisions they will make in real life." media articles at EXCON building, Menorca, Spain.
Royal Marines Major General (Ret.) Roger Lane, Senior Mentor for TRJR 14, interview from the JWC website article titled: “JWC conducts TRJR 14 MEL/MIL Incident Develop- ment Workshop”. "Exercise TRIDENT JEWEL 15 will be a very important event for Allied Maritime Command (MARCOM) on the road to Full Operational Capability. I want to ensure it is a demanding test for MARCOM, which confirms our ability to command a maritime Small Joint Operation. My visit to JWC was extremely useful. Not only to see for myself the hugely impressive facilities here in Stavanger, but also to discuss directly with the team who will help deliver TRIDENT JEWEL 15."
ROYAL NAVY VICE ADMIRAL PETER HUDSON CBE, COMMANDER OF NATO'S ALLIED MARITIME COMMAND
Exercise TRIDENT LANCE 14 (TRLE 14) Interview: Lieutenant General Frederick "Ben" Hodges Commander, Allied Land Command (LANDCOM)
we look to maintain interoperability; espe- have a realistic, multi-echelon training event cially as Nations look to scale back budgets that employs the CFI and allows for interop- and military capacities. One way we do this erable training amongst several distributed Thank you General for giving us this inter- is through the Connected Forces Initiative units. If we can achieve this, I will be very view opportunity. You are responsible for (CFI). The Alliance must look at how to happy with the outcome of the event. I want the high readiness of NATO's land forces maintain training opportunities and up- to show that the Alliance can do high-end so that they can confront the future chal- hold standards during budget constraints. sophisticated, multi-echelon training that is lenges. How do you see LANDCOM's role? Interoperable CIS and NATO standards affordable, but will require changing some - As NATO makes the transition from allow for training to be maximised for mindsets about CIS and training. ISAF to Resolute Support mission, the main each Nation. The JWC plays a vital role in priority is to ensure we do not lose the les- developing and creating various training How important is the concept of connect- sons learned after the 10+ years of combat scenarios for NATO units. JWC's develop- ed forces and readiness mindset in rein- operations. We must ensure we get this ment of these scenarios is essential to the forcing NATO? transition correct even as we undergo our success of each exercise year in and year out. - Extremely important. As I stated own transformation with an ever decreas- We want to be a part of that to help grow earlier, as Nations deal with reduced de- ing budget and military drawbacks. LAND- and enrich the fidelity of the sophistication fence budgets and military capacity, it is COM has three major roles in the current of the scenarios. very important we utilise the CFI. None of NATO Command Structure. The first is to us is going to operate alone in the future. facilitate NATO Land Forces' interoper- Could you tell us about the visit? We are always going to operate as an Al- ability and effectiveness. In essence, be the - My visit to JWC has been very pro- liance or a Coalition; and that Coalition tissue that links various Nations and train- ductive and encouraging. The staff is ex- will almost certainly consist primarily of ing exercises together. Secondly, we focus tremely professional and it is evident in NATO Members. Readiness is also incred- on Land Advocacy throughout the Alliance. the products you create for each training ibly important in reinforcing the NATO We help facilitate doctrine, concept devel- event. The Centre itself is much larger than Response Force. SACEUR himself stated opments, and lessons sharing. Third, and in I realised and well-equipped to take on the that we must make the transition from large part of why we are here at JWC now, many training challenges the future holds. I deployed operations in Afghanistan to a is to be ready to deploy as the Land Con- hope many NATO units get the opportunity more contingency and training mentality tingent Command for Major Joint Opera- to not only visit JWC, but also train at one of within NATO. The NRF readiness remains tion+, with three NATO Corps HQs under your superb complexes. forefront as threats and security issues still our command. remain throughout the world. What are your expectations from exercise What is NATO 3.0.? TRLE 14? What have been some of the ar- - NATO 3.0 is post ISAF, beyond 2014. eas of interest during this visit? Interview by Inci Kucukaksoy, Training plays a vast role in NATO 3.0 as - My expectation for TRLE 14 is to JWC PAO. 12 March 2014.
The Three Swords Magazine 26/2014 61 VIEWPOINT
CROWDSOURCING
IS NATO READY?
By Dragos Negoitescu and Mark Blaydes Scenario Development Section Joint Warfare Centre
What is crowdsourcing? Why (now) this article? A look outside the military box Crowdsourcing is a new and powerful way As John Verdon was mentioning in his paper How does civilian society use crowd- of using social media for problem solving. The Wealth of People(2), we are in an era sourcing? "Crowdsourcing is leveraging the One definition is: "Crowdsour cing refers to when "technology is enabling more than just power of the many to achieve what was once harnessing the skills and enthusiasm of those expanded connectivity and networks." Now, relegated to a few specialists."(3) who are prepared to volunteer their time con- technology offers greater and greater reach It has been recognised that "the crowd tribu ting content and solving problems."(1) to "large pools of knowledge" and, the authors has way more than just wisdom. It has tal- would humbly add: large and larger pools of ent, creativity, and it is amazingly produc- It would perhaps be better to recognise that more and more diverse judgement. The au- tive. (...) They build online communities of two or more people working toget her will thors would name this large, diverse pool: passionate social customers and tap them for always achieve more than one on their own. "the crowd's opinion". Today, "crowdsourc- service, knowledge and ideas."(3) The crowd If you follow that analogy by opening up the ing" is more and more broadly applied by has a "strong desire to collaborate; the crowd discussion to as many people as possible, us- various organisations seeking to please their contributes quickly; the crowd jumps at oppor- ing Information Technology (IT) to gather customers (in the case of commercial ones) tunities to cultivate talent and loves passing their views, it is possible to understand that or the public (in the case of governmental know ledge on to others. (...) Using the power this can be a very powerful method for solv- ones). In this article, the authors will ex- of the crowd, smart organisations deepen their ing problems. However, this methodology trapolate from the general concept of crowd- knowledge bases and rapidly accelerate inno- has no NATO-agreed definition, and is only sour cing to outline the reason why NATO vation by looking at thousands of ideas instead accepted in a few nations. should consider crowdsourcing. of several."(3) ►►►
62 The Three Swords Magazine 26/2014 CROWDSOURCING
Take the example of Wikistrat(4); the com- than an achievable objective to NATO Hu- pany crowdsources content in an attempt to man Resources (HR) departments. What predict future possible scenarios. Wikistrat if NATO would start to look at how other is characterised by a mixture of individuals organisations have successfully applied In the context of with different levels and types of expertise crowdsour cing both internally and ex- conducting what they call "crowdsourced ternally? This article argues that crowd- seeking to increase its simulations": "The simulations are designed sour cing requires little effort and proposes “forces' connectivity to explore the current social, political, eco- a low-cost method not only for resource (CFI) and Members' nomic and geopolitical threats to stabi lity, optimisation, but also as a method, which and to determine where a country (read: so- contributes to maintain NATO's relevance resource sharing, or ciety) is heading in terms of its social, politi- as a security provider worldwide. It should the Smart Defence cal, economic and geopolitical future. (...) The be needless to mention that NATO is now- concept, outsourcing future of geopolitical analysis will belong to adays requested to provide security in a and optimising the use the crowd".(5) much more complex dynamic and socially very aware environment. of common (re)sources A look in the mirror The authors do recognise that NATO seems to be critical to In the context of seeking to increase its has lately made a couple of attempts to reach modern NATO." forces' connectivity (the CFI - Connected to the outer world. The Civilian Fusion Forces Initiative) and Members' resource Centre (CFC) was for example one such at- sharing, or the Smart Defence concept, tempt. Unfortunately, the CFC was recently the preparation of the organisation for fu- outsourcing and optimising the use of com- shut down. At a very short glance one may ture challenges. But still, the membership mon (re)sources seems to be critical to say that, although laudable, the excessively is filtered and again the authors consider modern NATO. Therefore, today, maybe (in the authors' opinion) filtered interaction the chances of this initiative to help NATO more than ever, it is the time to review how with the external actors or individuals, ob- reach the crowd's opinion to be low if not much attention is given to how the entire structed this initiative to become "the gate- concerted with other similar initiatives. corporate knowledge resource is exploited way" to the outer world. Another laudable across NATO. Meeting the functional re- initiative is the Innovation Hub established NATO as a large politico-military quirements with the proper expertise com- by Allied Command Transformation (ACT) (read: global) organisation bined with national funding issues seems in an attempt to connect people within and The idea of writing this article was sparked to become just an idealistic desirable rather from outside NATO willing to contribute to among other reasons by the inspirational speech delivered by Jamie Drummond(6): "Let's crowdsource the world's goals" in a TED speeches session, in 2012. Due to its involvement in crises such as Middle East (Iraq NTM), Central Asia (Afghanistan - ISAF) and Horn of Africa (Ocean Shield), NATO has overpassed the limits implied by its own title (North Atlantic Organisa- Crowdsourcing is a methodology that is closely aligned with tion). The recent endeavours require more some of the most important NATO initiatives. It is an ideal force and more that NATO interacts with envi- enabler, providing areas identified in the Connected Forces ronments far beyond the geographical and Initiative such as "harmonise efforts", "identify areas for col- laboration and potential synergies" and "better use of tech- no logy". Furthermore, the "shift from operational engagement to operational preparedness" will require an increased capacity to look far into the future in order to anticipate future poten- tial crisis and imagine the type of response NATO should then provide, rather than planning to react to an already existing crisis. Crowdsourcing not only addresses concerns in the CFI, but also Smart Defence and enhances the Comprehensive Approach. It should be noted that Allied Command Transfor- mation has not only created courses for Social Media through Crowdsourcing (February 2014), but has already taken the first
CROWDSOURCING steps to exploit this methodology. www.act.nato.int/ innovationhub
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The Three Swords Magazine 26/2014 63 CROWDSOURCING
fails systematically to exploit this resource to its maximum extent. Many of the "bright brains" are prevented from contributing to solving common issues due to lack of an ap- propriate formal framework (read: agreed methodology). Thus, many "bright ideas" occur in informal ad hoc venues, but they are not corroborated, distilled and delivered to the ones in need i.e. the decision-ma kers. In short, extremely valuable knowledge re- source is wasted nonchalantly. Successful broad collaborative plat- forms/models are in place and continuously TRJR 14 White Cell, Stavanger, Norway. Photograph by JWC PAO. evolving both within and outside NATO's world. Maybe it is time for NATO to start rethinking the methodology on which the corporate knowledge resource is harnessed cultural boundaries envisaged by the origi- to address it holistically. This is the reason and exploited across the Alliance. Staff of- nal treaty signatories. NATO political lead- why now the article refers to both dimen- ficers with sound diverse experience are ership has acknowledged this very fact in sions: internal crowdsour cing(7) and external e verywhere in NATO, in all HQs, and at all order to address the new challenges, which crowdsourcing. You could ask: how can you levels. Imagine NATO as an organisation reach far outside the military comfort zone, treat such different dimensions with the same allowing each of its Members to quickly and into politics, economy and social areas. approach? Let's describe the two dimensions understand the priority of challenges that This new age has also demanded far more and, in all probability, the reader will easily the decision-makers are confronted with. attention to information (particularly at the get this question answered. But before pro- This would allow good, willing and avail- strategic level), and much more awareness ceeding any further, it is important to high- able knowledge resources (regardless of of infrastructure needs. NATO, in order light one of the conditions for success when their assignment or deployment) to imme- to address these needs, has developed the thinking to a pply crowdsourcing, as James diately contribute, and, thus, support the Comprehensive Approach (CA). Surowiecki(8) stated in his book of reference process. How accurate and valuable would The "WHAT needs to be done" has The Wisdom of Crowds: "the conditions the result of such common effort be to the been outlined in the concept paper, the that are necessary for the crowd to be wise are decision maker? Well, paraphrasing James "HOW must be done" has been somewhat diversity, independence, and a particular kind Surowiecki, the authors argue that many addressed (see the Know ledge Development of decentralisation." are smarter than the few, no matter how concept implementation status), but while bright those few are… struggling to implement the CA, many Internal dimension NATO has already taken the first started to realise that the predominant mili- Think about NATO as a distinct world. tentative steps towards use of this powerful tary nature of NATO's human resource rep- There are personnel belonging to 28 Na- methodology. For example ACT Innovation resents a de facto immovable roadblock. To tions (diversity) and working in numerous Hub of 2013, where interested individuals d eclare operational success, NATO's Com- geographical locations across the globe from both within and outside of ACT were manders now have to do something com- (independence), all connected to the same invited to brainstorm how NATO can use pletely different from what they are trained secure virtual environment and, more social media more efficiently. It was quickly and educated to do. They have to "contribute importantly, all following the same goals recognised that this "crowdsourcing" activ- to the stabilisation of the society". Attempt- defined by a unique politico-military lead- ity highlighted a lack of training in social ing to address this issue and, being inspired ership, the North Atlantic Council (NAC), media within NATO. To close this gap, a by other governmental/non-governmental but each with their particular task (relative NATO Social Media Course(9) has been es- or commercial institutions' efforts in this decentralisation). tablished and the first course started in mid- direction, the authors suggest that crowd- Thus, NATO meets the conditions of February 2014. sourcing might be something that NATO a diverse, independent and relatively decen- should consider. tralised pool of opinions. Maybe this is one External dimension of NATO's greatest benefits. NATO repre- The Comprehensive Approach and the Scoping the issue sents an amazing venue for staff of different Knowledge Development (KD) concepts This part of the article is about the scope of nationalities, different services and differ- address the issue of ensuring more corre- the crowdsourcing applicability. While writ- ent specialties to exchange safely, sensitive spondence between the military and civilian ing the first draft, we realised that either half opinions. However, it is the authors' opin- institutions' goals, by means of conducting of the entire issue of scope is excluded or, ion that very little of this potential is used. "comprehensive planning". So-called "White better, we needed to change the title in order Or, better said, the organisation currently Cells" have been embedded into military ►►►
64 The Three Swords Magazine 26/2014 CROWDSOURCING
planning groups; positions such as Political is an essential part of the planning environ- to most appropriate contributors, beyond Advisor (POLAD), Legal Advisor (LEGAD), ment, and the security bubble has hampered their HQs boundaries. Needless to say that Culture Advisor (CULAD), Gender Advisor this coordination - in some cases beyond a meticulous appraisal of the knowledge re- (GENAD), and Civil/Military Analysts have their willingness to continue to act as part- source is critical; once done this knowledge been created at operational and strategic ners in solving the problem. resource has to be reachable and usable by command levels, but it seems that achiev- While it could be argued that security all, NATO wide. ing comprehensive, holistic understanding concerns will never allow NATO to properly of the diverse spectrum of issues is far from progress crowdsourcing, the authors would • Curate instead of accumulate: Estab- easy. The operational planners face great dif- argue that unless resolved, security concerns lish the "content curator institution", which ficulties while designing the Operation Plan will continue to hamper the Comprehensive will be in charge of "collecting" and curating (OPLAN) and, maybe more importantly, Approach and even put at risk the success of content as well as "connecting" and commit- NATO forces face even more difficulties the mission. Addressing the means of allow- ting contributors(11), rather than only syn- while trying to parallel the OPLAN to the ing military forces to properly interact with thetically managing non-interactive sterile complex reality on the ground. No wonder; all the players in the PMESII domain(10), may content. The curator has to exude charisma, it is unrealistic to assume that a handful of also enable NATO to develop an effective commitment, vision and passion, and be able people will accurately intuit the issues of crowdsourcing methodology, thus, enabling to transcend cultural boundaries to create millions. In the outer world, experts have itself to find out what is "the crowd's opin- more effective knowledge-sharing venues by understood that attempting to meet the ex- ion" in an attempt to align its actions with linking and committing people. pectations of the customers, especially when the expectations of the people affected by its the service/product is addressed to heteroge- decisions. Perhaps the CFI Information Ex- There are probably many other useful princi- neous groups, requires close attention paid change Gateway will provide some of these ples/ideas on how (Wisdom) crowdsourcing to the specific needs of each and every indi- necessary tools to enable NATO to benefit could/should be applied by NATO, but this vidual. Nowadays, more and more commer- from this methodology. remains to be addressed, with the courtesy of cial companies closely interact with their the publishers, in a future article. customers and crowdsource solutions us- Recommendations ing the wisdom of the crowds to shape their It is out of the scope of this article even to out- strategies for future actions. Why should line an implementing strategy for (Wisdom) not NATO do the same when attempting crowdsourcing in NATO; ne vertheless, the END NOTES: to intuit the complex needs of a society in a authors thought that recommending several troubled environment? principles to follow can be done at this stage: (1) USAF – The Air Force Guide to Effective The (Wisdom) crowdsour cing could Social Media Use. bring the NATO OPLAN in resonance with • Get agile and attractive: Replace the (2) The Wealth of People: How Social Me- local populace needs, implicitly improving rigid (non-interactive database-wise) "les- dia Re-Frames the Future of Knowledge and the public understanding and support. Sub- sons learned" with a continuous process of Work – John Verdon. sequently, the chances for the newly created initiating open debates across headquarters. (3) From Crowdsourcing to Knowledge institutions to last longer will increase. Will People learn (better) when feeling involved, Ma nagement – Lithium Technologies 2012. this be beneficial to the political ultimate engaged and will, in this way, be more com- (4) www.wikistrat.com aim of instilling long-lasting stability in mitted to the solving process. The so-called (5) Why is this company crowdsourcing, troubled areas? Most likely, yes. "lessons learned" are often regarded as issues gamifying the world's most difficult prob- However, the discerning amongst of others (read: "not mine"), happened in the lems? – Neal Ungerleider. you will already be wanting to cry "what past, with little relevance to present happen- (6) Jamie Drummond co-founded the advo- about security?" The very success of crowd- ings or to the present persons. Remember cacy organisation DATA (Debt, AIDS, Trade, sourcing depends on opening it up to the that staff officers usually spend only three Africa) with Bono, Bobby Shriver, and others maximum number of people with different years in the organisation so, very rar ely, are in 2002 and ONE in 2004. experience and know ledge than merely the they interested to know/learn what happened (7) Some will say that wisdom crowdsour cing average military officer. Obviously, there are before their presence in NATO (or after). is by definition conducted outside the organi- elements that will need to be retained inside Engagement is a luxury, don't waste it. sation, but, as the reader will notice, NATO the military bubble, but in non-warfighting internal is considered in the conceptual roles where the military spectrum is less im- • Discourage unhealthy competition: boundaries of this article, as a distinct world. portant as a stand-alone element, and it is Discourage the mysterious ownership of an (8) James Michael Surowiecki is an American more important to make use of all available issue. This risks creating unhealthy problem- journalist. skills and good will in the Comprehensive solving by allowing the owner to use the (9) http://innovationhub-act.org Approach arsenal, the needs of the informa- process as a personal success (if problem (10) Political, military, economic, social, tion will often override the security con- solved, obviously). Instead, start promoting infrastructure, information. cerns. NATO has already seen that involve- the "shared issue solving". Educate staff how (11) Jamie Drummond: Let's Crowdsource ment of civilian IO and NGO organisations to share their problems and seek to reach the World's Goals.
The Three Swords Magazine 26/2014 65 ILLUSTRATION GRY HEGE RINALDO THE LANGUAGE OF TRANSFORMATIONAL LEADERSHIP Want to be a more effective transformational leader? You might make a start by (re)learning a language.
By Garry Hargreaves SMC4 Division Joint Warfare Centre
Introduction According to Colonel Wesley Fox(1), reflected the context of the times. This consolidate and communicate from there are six essential traits that exist evolution describes leadership through a within highly ambiguous, complex and within an effective leader; they should production line context; through a period dynamic conditions; and to do so in less be caring, motivated individuals who defined by an increasingly educated and time, with fewer resources and across a have a personality and they should be liberalised workforce and into the highly larger spectrum. Information systems knowledgeable, committed people who decentralised knowledge worker age we find enable data and information to be communicate. A swift trawl through ourselves in today. generated and connected at the "speed of popular leadership offerings would reveal Industry is not the only sector that light" but knowledge and wisdom only many other traits such as integrity, courage, is influenced by changing operational run effectively at the "speed of thought". respect, honesty, decisiveness, tolerance, environments. Over a decade ago strategic Today's information environment is rank tenacity and the list goes on. Now, if you defence planners were predicting that indifferent; it is instantaneous, unfiltered think that these attributes only apply to the military organisations would be responding and omnipresent. If we are not to become senior management level then you might to a similar form of organisational immobilised under the pressure of all this want to skip this article and move on. If you decentralisation. The emergence of the information it requires that we all need are ready to consider that these leadership "strategic corporal"(3) and "Network Enabled to become much better at understanding behaviours can, and should, pervade all Capabilities"(4) predicted a drastic reduction and creating "sense"(5) in our organisations. levels within an organisation(2) then please in hierarchical structures as a consequence Many corporations have chosen to deal continue. The article is framed in this way; of decentralisation, as knowledge, "sense"(5) with the prevailing challenges by creating that the JWC is full of leaders and one way and decision-making drifted towards the an environment where all staff have the in which leadership is enacted is in the way edge of the network. opportunity to participate in leadership. we choose to communicate. Those strategists got one thing They have evolved into a transformational The language in everyday use within right: there is an ever increasing amount leadership setting and this evolution is an organisation is influenced by many of data being generated, connected and reinforced and communicated through things; the organisation's heritage and "relationalised" into information, before transformational language. role, its demography and organisational being contextualised into knowledge, which maturity. The most pervasive influence of needs to be assessed prior to decisions all though is the leadership paradigm under being taken. Indeed there are times when it Transformational leadership: "leader which the organisation operates. Western seems that we are drowning in information behaviours that transform and inspire industrialised leadership development and yet still people complain that they just followers to perform beyond expectations through the last 70 years or so reveals don't know what's going on. Organisations while transcending self-interest for the good that the prevalent language of leadership are increasingly called upon to understand, of the organisation."(6) ►►►
The Three Swords Magazine 26/2014 67 TRANSFORMATIONAL LEADERSHIP
THE EVOLUTION OF LEADERSHIP
Commercial leadership language has made the transi- tion from an era influenced by "trait theory" - where leaders were seen as larger than life characters, strong, visible, charismatic personalities, through to "situational theories" - where leaders are able to flex to meet the demands of both the context and the followers and more recently by "interdependence lea dership" - leading from a position of collaboration, curiosity and engagement.(7) Organisational language made the same journey. Interestingly, industry has been highly effec- tive at embracing organisational language from us. In their pursuit of a competitive advantage they use what works best. Their business language mimics the military; they refer to "winning the hearts and minds, getting off your high horse, closing ranks, marking time" and more recently I have heard commercial companies refer to "putting boots on the ground", a direct metaphorical translation from the war in Iraq. Their language is rich with military metaphor. Still, where appropriate, they have made significant diver- gences too. One of those diversions has been in the greater adoption of "transformational leadership" and its associated language.
ILLUSTRATION GRY HEGE RINALDO
Transformational leadership a decision support capability. It does not addressing; they also help us to remain and language attempt to wrestle responsibility from open and curious rather than being critical Transformational language engages, those in senior managerial positions. and judgemental. Asking questions can empowers, influences and inspires Transformational leadership is a model that make "not knowing" a virtue rather than followers to higher levels of personal has the potential for all of us to help our what some might consider as a weakness. performance. Higher levels of individual organisation, and ourselves, learn. Once an organisation embraces questions performance leads inevitably to enhanced If we really are the type of as a "sense making"(5) tool, insights can organisational capabilities, organisational organisation which adopts an innovative emerge and insights are the catalysts for learning(8) and growth. These descriptions and collaborative spirit that values the transformation. An organisational culture reinforce the point of view that leadership, contributions of every single person, that that can ask questions of its mission, aims, "engaging, empowering, influencing supports our fellow colleagues whenever and goals and processes strengthens both and inspiring", does not only relate to wherever we can, that is inclusive by default individual and organisational learning. It the formally nominated leaders in the and where we are accountable to create and has the ability to improve organisational organisation. Leadership is not necessarily sustain shared meaning, then the question alignment, problem solving and decision based on rank or grade but is something becomes how might we communicate, as making. It also enhances collaboration and that all staff have the capacity and leaders, and what methods and language teamwork. Questions help to empower staff permission to practice. “Leadership is norms might be likely to prevail? by strengthening their own self-awareness not something few can be appointed to by and building self-confidence(10) so that they other people, like being named manager. It The transformational power are better able to understand, decide and act is an inner decision to adopt a stance, an of questions in line with an organisation's goals rather orientation toward the world.”(9) Questions are an invaluable leadership than needing to wait to be told what to This should not be seen as a threat tool. Used mindfully they not only think, what to do. to those in authority; rather an enabler, demonstrate value to the person you are During his command of the USS ►►►
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with ourselves and our world(9). The "stories and symbols in organisations provide a ba- rometer reading, showing the health of the organisation."(13) Stories are incredibly pow- erful because the learning is not so much in what is said in the story, but rather in what is not. The listener adds their own unique, personalised interpretation and makes it part of their own evolving story. The words that the leader uses are mere scaffolding and trigger a highly individualized creative pro- cess that takes place within the listener. The Australian Army, in identifying an organisational imperative to "encour- age flexibility and adaptability at all levels" introduced a methodology they refer to as "anecdotal circles"(13). These anecdotal "Once an organisation embraces questions as a sense making circles are unstructured sessions initiated tool, insights can emerge and insights are the catalysts for through open questions where participants transformation." Photograph by JWC PAO. generate their own stories to illustrate an individual's perspective on their under- standing of their workplace. As anecdotes Benfold, at the time one of the most - one closes minds, distances people are being shared, in one part of their mind, complex and advanced warship in the fleet, and disempowers them, while the other the listeners are hearing the speaker's story. Commander D. Michael Abrashoff(11) helped empowers, includes and creates the In another part, the listeners are imagining shift the mind-set of the crew on board that potential for new possibilities. a new story, one in which they have each led to a dramatic shift in performance. He become the protagonist. took his vessel and crew from receiving one a) Who disagrees with These sessions were created in r es- of the lowest performance assessments in its this recommendation? ponse to an increasing awareness that "the class, to one of the highest performing ships b) Does anyone hold a different changing nature of warfare means that com- in the fleet. When asked how he did that, his point of view? bat and support personnel make decisions response was "with questions, questions to that may have far reaching ramifications for everyone." He had conversations with every One of these questions expresses our the safety and welfare of personnel and civil- member of his crew and during these 15- professional values of accountability, ians alike, as well as having far-reaching po- 20 minutes sessions he asked three simple innovation, support and inclusivity, and litical implications beyond the success of the questions: "What do you like best about the other does not. If you imagine these stated mission or tasks"(13); a statement that is this ship? What do you like least? What questions being asked perhaps you can largely in line with the concept of the "stra- would you change if you could?" He listened start to differentiate the two. The option tegic corporal"(3). carefully to their responses, he listened to chosen generated a fresh discussion that To engage us at our most innovative understand, to see the responses as though led to outcomes that were not predictable. and insightful, the stories we tell need to looking through their eyes, and he then It was a transformational moment that be offered lightly, able to drift, to wax and acted upon the sense he had made from came from the mindful delivery of a wane, so as to leave room for personal in- the information and insights he received. carefully crafted question. If questions are terpretation. Transformational leadership A word of caution though, simply adding great vehicles for getting at what is already language is not about transmitting an in- a question mark to the end of a sentence is known but hidden or held back in our creasing amount of information, removing not enough and "all too often it seems we minds, there is another tool that allows us any doubt or ambivalence. It is about leav- ask questions that alienate and disempower to access what is not currently known. It is ing enough space so that the listeners them- rather than collaborate and empower our a technique that enables intuition, insights selves can generate the insights and imagine subordinates."(12) and brand new connections to be made. new possibilities - "the leader says less: the At a senior decision briefing That tool is telling stories. listeners understand more."(12) recently, a question formed in the mind of our Commander; he wanted to know The creative influence of One might consider the Joint Warfare if the analysis and recommendations stories and metaphor Centre (JWC) as a highly effective story were complete and consensual. Both of Stories and metaphors surround us all of telling machine. Through our scenarios the sentences below are questions, but our lives. They provide a framework for how and simulations we give our audiences if you pay attention to the words used we communicate and make sense of things enough information to make their own ►►►
The Three Swords Magazine 26/2014 69 TRANSFORMATIONAL LEADERSHIP
ILLUSTRATION GRY HEGE RINALDO interpretations, and play out their actions in with the Commander's intent and in order in others and consequently in our organ- a safe and benign environment. We leave the to get the mission done. isation. Conversely, what do you choose to audience with the ability to use that story, turn a blind eye to, what do you encourage develop and refine it, internalise the lessons Saying lots by saying nothing at all by allowing it to happen or by exemplify- learned, their insights and discoveries, in a To communicate in ways that engage and ing it yourself. Leaders throughout the or- completely different context in the future. inspire does not always involve words. ganisation are under 24/7 surveillance and When JWC ran STEADFAST JUNO When you say nothing at all, you are still scrutiny; followers are constantly gather- in 2010, no one was predicting the events communicating. Indeed, NATO has a for- ing cues, consciously or otherwise, on what that would unfold in Libya just months later mal decision-making process based around leadership behaviour actually looks like. and it was certainly not the scenario that the use of silence. Silence, when used mind- Moreover a leader's shadow is cast even was used. Nonetheless, Lieutenant General fully, is a liberating and empowering tool. It when they are gone; they leave an indelible Charles Bouchard claimed that the staff creates space for thought and reflection and mark on an organisation. that had been through this JWC exercise encourages others to fill the gap with their were "light years ahead of those that had world view(14) and it is probably the simplest Five tips for enhancing your trans- not." In other words we had created the of all transformational leadership language formational leadership language environment for "organisational learning"(8), skills to try out. Next time you are in a dis- where knowledge can be reused, reshaped cussion where a decision needs to be made 1. Ask even more questions of your- and reapplied in new contexts. That is but you are not sure if you have all the fac- self than you ask of others. No matter transformational leadership in action and tors before you, just leave a five second gap how certain you feel about your point of it started with a story that was crafted and between when you would normally speak view, intentionally coach yourself by asking then delivered by the staff of the JWC. and when you now choose to do so. You still "what else is there in this situation I may not "In the future, leaders will not get your turn, and, you might be surprised be seeing yet?" Seek out those with differ- only have to be effective strategists, but with whom else, or what else, fills this seem- ent perspectives. Know that all you have is rhetoricians who can energize through the ingly uncomfortable gap. a point of view, and that is all anyone else words they choose"(9), but is this really new Another strange phenomenon is that has too. The language of leadership is about to us in our military context? I don't think the most effective way to lead transforma- synthesising these points of view. so; a swift internet search on inspirational tional behaviours is not through the mind- speeches will flag up a disproportionally ful selection of what you say; the stories you 2. Consider carefully the stories you high set of results that have military origins. tell or the questions you pose. It is about tell/hear. Do the stories you tell encour- Perhaps the difference is that highly effective what you choose to do, day in day out. age the recipients to make their own con- transformational leaders ask questions and What actions and behaviours do you ex- nections, create their own conclusions and tell stories purposefully, they do so in line hibit that might encourage transformation enable new possibilities to emerge? Are you ►►►
70 The Three Swords Magazine 26/2014 TRANSFORMATIONAL LEADERSHIP
willing to discourage negative, demotivat- yesterday will not work tomorrow. The leader ing or disempowering stories? Are the or- simply won’t know enough to adequately tell ganisational stories enablers for the JWC's people what to do; the world is changing too Vision, our Commander's intent, our pur- rapidly. No one person can master all the data A transformational pose and goals? needed to address the complex issues that con- front today’s organisations,"(12) ...but lots of leader requires 3. Restrain your natural tendency to people can. The question then is how to get “versatility and an judge. Hold strong convictions and stead- all the people "that can" to the t able, and how intuitive ability to fast beliefs but do so lightly enough so that to engage and inspire them to bring their best you can let them develop and evolve or even game with them. flex his/her style give away altogether. Be ready to believe and according to the accept without judgement that the person In a transformational setting "an effective desired outcomes." you are leading is doing what makes perfect leader’s persuasion is of the subtlest kind, for sense to them, given their interpretation of he or she must interpret reality to offer images the information and context. Use silence as of the future that are irresistibly meaningful. a tool to find out even more. In the choice of words, values, and beliefs, leaders craft reality to ensure commitment 4. What shadow are you casting? How and confidence in the mission."(12) Yet there big is the gap between what you say and are also times when clear no-nonsense lead- END NOTES: what you do? How could others interpret ership is required, where the more trans- your behaviours? Are you ready to step in actional leadership approach influenced by (1) Fox, W. L., (2011) "Six Essential Ele- and challenge behaviours that are not in line command and control is not just appropri- ments of Leadership: Marine Corps Wisdom with our commitments to each other and ate, it is critical. from a Medal of Honor Recipient". our organisation? When do you step in and (2) Raelin, J.A. (2003) "Creating Leaderful say "that's not how we do it around here"? A TRANSFORMATIONAL LEADER Organisations: How to Bring Out Leadership requires versatility and an intuitive abil- in Everyone". 5. Be courageous enough to be vulner- ity to flex his/her style according to the de- (3) Krulak, C.C. (1999) "The Strategic Cor- able. See the value in expressing emotion sired outcomes. Engaging in duality of this poral: Leadership in the Three Block War". and displaying a little humility. Be ready to kind is a challenge. Most of us have been (4) Alberts, D. S., Garstka, J. J., Hayes, R. admit when you get it wrong - by "setting brought up on a healthy dose of unity of E., & Signori, D. A. (2001). "Understanding aside the pretences of invulnerability and command and operational stovepipes and Information Age Warfare". omniscience" leaders invite their peers and these are highly effective paradigms, except (5) Weick, K.E., (2001) "Making Sense of the subordinates to trust(8). Trust is perhaps the when they get in the way. To have the abil- Organisation". most important characteristic in a "leader- ity to shift your language from issuing clear (6) Avolio, B. J., Walumbwa, F.O., and We- ful" organisation(2). expectations to a language which leaves ber, T.J. "Leadership: Current Theories, Re- enough room for your staff's own personal search, and Future Directions". Conclusion and organisational insights requires courage (7) Schein, E. H. (2010) "Organisational Cul- In today's highly networked interconnected and commitment. ture and Leadership". world where information is news long be- Developing our transformational (8) Senge, P. (1990) "The Fifth Discipline: The fore it ever gets made sense of, with a world language of leadership may require Art and Practice of The Learning Organisation". waiting for instantaneous reactions before deep personal change. It may demand (9) Denning, S. (2007) "The Secret Lan- decision makers have the chance to bring introspection into our own beliefs and guage of Leadership". their wisdom to bear, it may become an values. It involves “thinking through what (10) Marquardt, M. (2005) "Leading with ope rational imperative to enable leadership we are attempting, exhibiting more than a Questions: How Leaders Find the Right Solu- throughout our organisations. Intent, mis- little humility, and being able to level with tions by Knowing What to Ask". sion and purpose need to be understood at others and speak from a genuine point of (11) Abrashoff, D. M., (2007) "It's Your Ship: all levels. We simply don't have the luxury view. It involves acquiring a new perspective Management Techniques from the Best to burden the "chain of command" with the on the world, a profound clarification of what Damn Ship in the Navy". sole responsibility to make sense of the envi- it means to be leader.”(9) I am not proposing (12) Conger, J.A., (1991) "Inspiring Others: ronment and then expect them to dissemi- that our reliance on a transactional style The Language of Leadership". nate their sense link by link. of leadership is lacking in relevance, but, (13) Fidock, J., O'Toole, P., & Talbot, S. “With the growing complexity and if a hammer is the only tool we have in (2008) "Anecdotally Speaking". speed of change in the world, the traditional our toolbox, well everything starts to look (14) Kline, N., (1999) "Time to Think: Listen- hierarchical model of leadership that worked like... oh you know what I mean. ing to Ignite the Human Mind".
The Three Swords Magazine 26/2014 71
VALUES JOINT WARFARE CENTRE
TOGETHER, AS NATO PROFESSIONALS OF THE JOINT WARFARE CENTRE, WE ARE: ONE TEAM. TRAINING NATO. TRANSFORMING WARFARE. SECURING THE ALLIANCE.
I AM A NATO PROFESSIONAL. I represent an Alliance feedback and coaching. I will be honest and r espectful with dedicated to safeguarding the freedom and security of its Mem- my assessments, curious about my own development and use ber Nations. As such, I will maintain a strong sense of pride, these moments to better our team and myself. duty and service. I will work hard to ensure that the job is done right and I will remain loyal to my colleagues, to the Joint Inclusive. As a NATO professional I will respect and embrace Warfare Centre and to NATO. I will show up to work every day, our differences. I will listen for understanding and ensure that ready to bring my best game to the table and embrace the we value the contributions of everyone. I will actively seek following professional values that guide my daily interactions: out and share information and best practices. There are no "back benchers" in JWC — our team is a dazzling, dynamic Innovative. As a NATO professional I will adopt an innova- blend of Nations, regional cultures, civi lian and military service tive and collaborative spirit that values the co ntributions of perspectives. Therefore, I will take the time to include and ap- every single person. I will invite new ideas and listen from a preciate the work done in areas other than my own. position of curiosity and appreciation in order to truly under- stand. I will strive to learn from experience whilst at the same Accountable. As a NATO professional I will hold myself ac- time being aware of my filters and blind spots. I will engage countable and I will serve unselfishly in peace so that others as a "Participant-Supporter-Coach" so that we can grow as may succeed in war. I will take time to create a shared mean- individuals and as an organisation. ing and will ask, "what else can I do?" to support the effort. I will ensure that I know what our priorities are and help to fo- Supportive. As a NATO professional I will support my fellow cus on our "blue chips" and to the critical paths that are under colleagues whenever and wherever I can. I will assume posi- our control and influence. I will be mindful of my own moods, tive intention in others while actively suppor ting and develop- manage my own energy levels and be mindful of the shadow I ing others. I will "be here now" for others as a default set- cast, and I will create opportunities for those I work with to be ting and I will ask for and offer appreciative and constructive equally accountable for our shared co-created success.
JWC One Team Logo (above) by Brandon Chhoeun JWC's "ONE TEAM" CULTURE
By Boris Diekmann Vice President Senn Delaney
All organisations have cultures. The of historic habits, behaviours and engrained pate in a unique culture survey that would only choice we have is whether we shape thinking, e.g. around how we make deci- help to understand more clearly the current them or we let them shape us. Culture plays sions, how openly we speak and listen, how strengths and challenges of its organisation- one of the biggest roles in the success or we work in teams. The culture this creates de- al culture. The survey was done in partner- failure of all strategies and initiatives and termines much more than anything else the ship with Senn Delaney, a recognised leader in organisational spirit and performance. results we get. While often well intentioned, in the field of culture shaping. The Joint Warfare Centre (JWC) leadership some of those habits get in the way, espe- The senior team, at the time led by team has embarked on a journey of cially when strategic, operational changes Major General Jean-Fred Berger and Chief intentionally shaping a healthier, high- or stretch goals need to be achieved. Leaders of Staff Brigadier General John W. Doucette, performing culture to become even more must choose whether to shape their cultures was grateful for the high response rate as effective in serving NATO. JWC calls it the in a meaningful way that enables success, or well as the quality, balance, honesty and "One Team" culture. Learn more about its to simply allow the culture to shape their or- thoughtfulness of the feedback received insights and how aligning organisational ganisation, for better or worse. JWC took the from the survey. It provided a clear and culture with strategy and structure can proactive approach. thorough starting point for an ongoing boost performance of individuals and journey that some have described as being teams, and help fulfill its mission. The start: Knowing and one of the most valuable, rewarding and acknowledging where we are meaningful ones of their careers. Why culture matters to JWC: Like any professional or personal endeav- "Culture eats strategy for breakfast" our, before we go anywhere, we need to Overcoming the "Jaws of Culture" All organisations, from military and gov- know where we are and where we want to The culture survey told a compelling story ernment to private institutions and corpo- go. So, in January 2013, the JWC invited of the JWC culture. JWC has a strong cul- rations, have cultures. Cultures are made up every employee for the first time to partici- ture characterised by a strong sense of pride
Left and middle: Nearly the entire JWC staff has attended cultural-shaping sessions. Right: JWC Human Resources and Public Affairs Office teams with Mr. Diekmann. Photographs by JWC PAO.
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The Three Swords Magazine 26/2014 73 ONE TEAM CULTURE
for the difference JWC makes, exceptional commitment and care for its mission, un- WHY CULTURE MATTERS? matched expertise in its field, and mutual support within teams, especially in times of Highlights from a 2013 "global culture and change management survey" urgency. This culture was getting JWC, and confirm that whilst culture is critical to success, intentionally leading it is hence NATO, good results. underutilized in organisations: However, the leadership also realised • 86% of executive-level respondents believe that their organisation's how much energy, experience, ideas and culture is critical to business success. agility get lost through some of the habits • 60% said culture is more important than the company's stra tegy and beliefs that determine the daily experi- or operating model. ence, interactions and choices of people. At • 96% said some form of culture change is needed within their JWC, these cultural barriers are now often organisation. referred to as the "Jaws of Culture." Dys- • 51% believe their organisation is in need of a major culture functional organisational habits, such as overhaul. silo mentality, bureaucracy and resistance • 45% do not think their culture is being effectively managed. to change, act like jaws in the culture that • At 57%, skepticism due to past failed efforts was the number one can chew up your strategies and initiatives, reason for resistance to change. or as the saying goes, "eat stra tegy for break- • 70% of those respondents whose changes were adopted and sustained fast". The JWC leadership understood that leveraged organisational pride and emotional commitment. the JWC culture could become a strategic advantage, helping to bring out the best in Source: Strategy& http://www.strategyand.pwc.com individuals and teams; or at worst, the "Jaws of Culture" would be a significant drag on JWC's efficiency and effectiveness. • the key cultural traits that would support strategic priority and a rewarding path for and hinder future success; everyone involved. The JWC leadership is The journey begins: culture-shaping convinced that creating and leading a thriv- sessions clarify the way forward • what it would require from them person- ing, high-performance culture aligned with During a very engaging two-day off-site ally, as a leadership team, and for the or- its purpose and mission is a critical factor culture-shaping session, the JWC leadership ganisation to successfully and sustainably in effective execution of the strategy. It is a team started clarifying and aligning around: shape a JWC culture. vital strategy for success in itself. Among the many demonstrated benefits that translate • the connection of its culture with strategic Since then, being intentional about shaping into measurable, sustainable, improved per- and operational needs; the "One Team" JWC culture has become a formance, here are the most important ones for JWC:
A more innovative organisation: New JAWS OF CULTURE missions and exercises will require new ideas and approaches, implementing more change faster, as well as ongoing learning and best practice-sharing across the organisation. 1994-2014 S
Consider this: As you read this, think
enn about your own organisation, and ask your- -D
elaney self the 10 percent question: What if you had • NATO Transformation L a culture that would help you and others • Increasing training demands ea d er s hip • Transitioning ISAF training • Supporting Experimentation save 10 percent of your time on implement-
• Transforming Doctrine C
• Delivering "warfare" on s ulting ing change? capabilities G
roup Working more as "One Team": Design-
, LL ing high-quality and complex exercises, as C. A well as flawless execution, quality and agility ll
right require excellent team work - particularly s
re s erve d across Divisions and hierarchies. As with
. most other NATO bodies, building teams needs to happen despite challenges of high
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74 The Three Swords Magazine 26/2014 ONE TEAM CULTURE
CULTURE AS A LAUNCHING PAD structure and culture. The process requires an integrated approach that must begin at the top and be embedded throughout the entire organisation. Most leaders who try to shape
1994-2014 S the culture on their own do not succeed. However, if done correctly, shaping a culture can be a very successful, positive, rewarding enn
-D and stimulating process. elaney Committed to the success of this L ea d er s hip journey, the leadership team chose to • NATO Transformation
• Increasing training demands C partner with a global leader in the field of
• Transitioning ISAF training on s ulting • Supporting Experimentation culture shaping, Senn Delaney, to leverage • Transforming Doctrine
• Delivering "warfare" G from its decades of hands-on experience capabilities roup and a proven methodo logy in shaping cul- , LL
C. A tures, and a process to enable JWC to con- ll
right tinue the transformation on its own. JWC s
follows a comprehensive system of change, re s erve d with an awareness of and a focus on the fol- . lowing principles that Senn Delaney has de- termined are required elements of success- ful culture shaping:
• purposeful leadership turnover, different military, civil, professional Consider this: What value would it bring or national backgrounds and leadership to your own organisation if people could • personal change styles, relatively little influence on r ecruit- be at their personal best even more often? ment, limited traditional positional power, What if everyone felt he or she had 10 per- • broad engagement with energy, fixed staff size, increasing workload and chal- cent more energy or had 10 percent more momentum and mass lenging time constraints. ideas to contribute? What if the organisa- tion could move 10 percent faster through • focused sustainability Consider this: Reflect about your own or- increased focus, fewer disruptions, high lev- ganisation. What if it took 10 percent less els of curiosity and listening, and supportive Purposeful leadership: Culture shap- time to fully integrate new staff members into and genuine feedback? ing is a leader-led process. Research shows teams? What if you and others could spend that starting at the top is critical because 10 percent less time on issues related to si- A culture-shaping roadmap: organisations tend to become "shadows of los or bureaucracy? What if 10 percent more a systematic "battle plan" their leaders". JWC started with nurturing often you could take decisions, which create It is because of this strategic value and rel- even a more mutually supportive, high-per- the best outcomes for the larger organisation evance of JWC's and hence NATO's success formance team at the top that would model and e veryone was committed to them? that the current Commander, Major Gen- the desired culture. Team members learned eral Erhard Buehler, together with Brigadier about what it takes to shape a healthy, high- Individuals at their best: Last but not General Doucette, decided to engage the performance culture and their role in it. least, to fulfil its mission, JWC would like to entire organisation in a thorough, systemic Based on this growing understanding, they attract great talent from inside and outside and ongoing culture-shaping process. created a systematic execution plan to sup- of NATO. The leadership believes that to Shaping a culture is a journey, not an port the process, like any other strategy. drive innovation and great teamwork, every event. For the JWC leadership team, shaping Through the process, the team was able to person needs to feel valued, thrive, and see the "One Team" culture is an ongoing com- create more clarity around the purpose and his or her time at JWC as a career pinnacle. mitment to pay equal attention to strategy, reason for shaping the culture, and what is in it for JWC. Based on this perspective, as well as input from the initial culture survey, feedback from early culture-shaping off- site sessions, and their own experiences, they started to explicitly define JWC's "One Team" values, behaviours and mindsets that would need to become a way of life and they began to get aligned around them.
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The Three Swords Magazine 26/2014 75 ONE TEAM CULTURE
EFFECTIVE BEHAVIOUR CHANGE
JWC has also started looking at institutional practices to ensure they drive as much as possible toward the desired culture — in- cluding, but not limited to: communica- 1994-2014 S tion, training, and Human Resources (HR) practices. Regular measurement of the im- enn
-D pact of the culture initiatives and follow-up elaney culture surveys will provide precious, timely L
ea d er s hip feedback to leaders to ensure they remain on track. A survey conducted before any C on s ulting reinforcement activities began has already determined that 67 percent of respondents G roup "believe the culture-shaping process can help , LL
C. A to make JWC even more successful and get
ll
better results." The best is yet to come… right s
re s erve d If you would like to learn more about JWC's
. culture-shaping efforts, please contact Mr. Garry Hargreaves at: [email protected] or Mr. Paul Sewell at: [email protected] A "Culture Leadership Team", led by Major at JWC, after a few months, almost every General Buehler, meets regularly to oversee individual had attended a culture-shaping the progress of a culture-shaping roadmap. off-site session, even during such major exercises as STEADFAST JAZZ. To obtain Personal change: Culture is the sum of all momentum and build internal competence individual choices people make every day. for the future, JWC used Senn Delaney's Therefore, shaping a culture really starts at a transfer of competence process to train five personal level. Since people can only change leaders to carry out the culture-shaping ses- behaviours that they are aware of and will- sions going forward. These JWC culture- ing to change because it makes sense to them shaping facilitators will help engage new to do so, this requires an insight-based ap- joiners to live the JWC culture, as part of the proach. It is only when "people do it for them- on-boarding process. selves" that shaping a culture is effective and sustained. Starting with the top team, people Focused sustainability: For the "One at JWC started their personal journeys with Team" culture to become a new way of two-day off-site sessions that provided the life, systematic reinforcement is needed at environment needed for personal insights to the individual, team and the orga nisation flow. Where possible, this was done in natu- levels. These are a few examples. At JWC, ral work teams and led by senior leaders of more than 20 culture coaches have started these teams. Leaders and participants at all supporting their respective teams through levels often reported that after some initial simple, short, and very regular conversa- Founded in 1978, Senn Delaney was the skepticism, they found these workshops to tions as well as feedback and coaching to first firm in the world to focus exclusively on be one of the most valuable and rewarding link the healthy high-performance mind- transforming cultures. Many Fortune 500 and experiences of their career. sets to their daily work. In addition, every Global 1000 CEOs have chosen Senn Dela- ney as their trusted partner to guide their team at JWC will attend a one-day follow-up cultural transformation. Senn Delaney, a Hei- Momentum with energy and mass: workshop. This helps reinforce and expand drick & Struggles company, has worked in 40 Cultures often resist what they need. Hence, on insights from the initial culture-shaping countries, helping leaders to shape thri ving momentum, energy and critical mass are session, and provide ways to apply their organisations' cultures to measurably impact both the spirit and performance of their or- needed to engage all employees. The faster learning to relevant team goals and issues, ganisations. For more information about people are engaged in the process, the more and create mutual support and commitment Senn Delaney, please visit: likely the culture is to shift. For example, on how the team will live the JWC values. www.senndelaney.com
76 The Three Swords Magazine 26/2014 ONE TEAM CULTURE
HOW JWC FOSTERS CULTURE Culture-shaping facilitators share their views
MR. KJETIL SAND I believe two of the key words in this process are LIEUTENANT COLONEL awareness and action. By becoming more aware of our culture at the FRANK L. ANDREWS JWC, we can give ourselves the opportunity to shape it the way we would The culture-shaping pro- like; crea ting a working environment which allows people to grow. As a gramme can certainly result of the culture-shaping programme, I have become a facilitator. That help us communicate has been the main impact for me. But it has also really tri ggered me to more effectively with each consi der how I interact with other people, in what areas I can improve other. Since almost every- and, most importantly, how I can achieve this. Creating a culture of excel- one in JWC has attended lence does not happen overnight. It will require our entire organisation a workshop, we now have a shared experience and some to make a real effort over time. I am convinced that the reward will be words and phrases that everyone immediately understands a genuine team spirit, with people who look forward to their next day at and can relate to. The one thing that really struck me is that work for JWC. I am now more aware of my thoughts, feelings and moods. Many times we are not mindful of what we are thinking, what mood we are in, or how we feel. We may not realise it, but this affects how we show up at work, how we interact MS. HILDEGUNN SIVERTSEN I think with others, and what decisions we make. Many of the con- "One Team" values will give us a common cepts can have a tremendous impact on our personal lives focus and goal to work towards. We all bring as well, by making us better listeners, or letting our family different views and interpretations of the val- members know how much we appreciate them. Recently, ues to the organisation, just as we may em- we have begun the "in-use" sessions for the teams. The phasize on different aspects of these values. cultural coaches have been doing a great job helping us to But the fact that we can align on that main apply these ideas and concepts into our day-to-day busi- direction will be valuable for us when working ness. As a facilitator, it has been rewarding to see people as "One Team". One of my biggest takeaways using these concepts after the workshops. We will definitely is "teamwork". I work in Joint Exercise Divi- keep working on culture until it becomes a habit and we live sion, but a lot of my day-to-day work is with our values each day. The culture coaches are vital as they BUDFIN. Having participated in unfree zing keep reminding us about the concepts. Also, the "in-use" sessions with both my Division and BUDFIN, workshops are a great way for a team to spend a day talking I have been able to have conversations with about how they work together and operate, as well as being both of them on how we can work better to- more aware of their priorities. It will be a challenge to keep gether. I don't think these conversations would have been as open had it not been this culture alive throughout the summer turnover and the for the culture-shaping programme. busy exercise schedule we have next year.
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JWC is the first military organisation in NATO to receive this content."
“ MR. PAUL SEWELL What I like about the programme is that these principles do not all have to be accepted as one package. You can try each of them out and see how they fit with you. I identi- fied with some of them more quickly than with ot hers, but found that those I did not "get" at the start are now be- ginning to make more of an impression on me. Also, I realised that this pro- gramme is not just for work, but for all my relationships. For example, "Be Here Now" is a great reminder with my kids. Also important to note is that we have done some good work in culture- shaping at JWC. We have delivered the unfreezing sessions to about 85 per- MR. DAVID NAUTA Especially, the con- cent of the staff so far, with the plan cepts of "Be Here Now" and "Listening to have most "unfrozen" by June. Some Levels" have impacted the way I spend my effects have already been seen. The fact time with colleagues and my family. Now, that these concepts are entering our daily conversations across JWC is a great start with I enjoy talking and discus sing with others discussions of our "Blue Chips" in meetings and the desk remin ders to "Be Here Now". more than before, as I stay more focused We have to remember that we are the first military organisation in NATO to receive this during any conversation, without feeling the content and so it is up to us to make the most of it, considering the staff gave 37 pages of need to multi-task all the time. I have also survey comments about how to improve. I think this is a unique opportunity; we now need observed my colleagues applying concepts to make sure we all try and integrate the concepts in our daily working lives. from the culture-shaping programme, with positive effect. Although it is still a bit early to see the effects, people gene rally seem willing to embrace the concepts. In order for an organisation to shape a culture of excellence, the staff must be able to en- In order for an organisation to shape a culture of joy what they are doing. Having a culture that nu rtures that fee ling will create excel- excellence, the staff must be able to enjoy what lence. I am pretty excited to see our culture they are doing. Having a culture that nurtures that coaches involved and motivated to make all “ this work. fee ling will create excellence."
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