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Crosscutting Issues in International Transformation Interactions and Innovations Among People, Organizations, Processes, and Technology Crosscutting Issues in International Transformation Interactions and Innovations among People, Organizations, Processes, and Technology Edited by Derrick Neal, Henrik Friman, Ralph Doughty, and Linton Wells II THE CENTER FOR TECHNOLOGY AND NATIONAL SECURITY POLICY NATIONAL DEFENSE UNIVERSITY WASHINGTON, DC December 2009 The views expressed in these essays are those of the authors and do not reflect the official policy or position of the National Defense University, the Department of Defense, or the U.S. Government. All information and sources were drawn from unclassified materials. Portions of this book may be quoted or reprinted without permission, provided that a standard source credit line is included. This book was published by the Center for Technology and National Security Policy, National Defense University, Fort Lesley J. McNair, Washington, DC. CTNSP publications are available online at www.ndu.edu/ctnsp/publications.html. Contents Foreword v By Ralph O. Doughty and Martin Rantzer Dedication vii The Transformation Chairs ix Essay 1 Transformation—An Assessment 1 By Grant Hammond Essay 2 A Conceptual Framework for Innovation in Capability Development 21 By John Garstka Essay 3 Delivering Network-Enabled Capability The Importance of Innovation in Delivering Culture Change 55 By Derrick Neal and Louise Carver Essay 4 Transforming Interagency Education People and Process Requirements for Success 75 By Ralph Doughty and Terry Pudas Essay 5 Transformational Initiatives in Civil-Military Operations STAR-TIDES and Maritime Environments 87 By Linton Wells II and Walter Christman Essay 6 WikiForce Global Cooperation in New Security Structures 103 By Henrik Friman iii iv Essay 7 Emergent Leadership Linking Complexity, Cognitive Processes, Adaptability, and Innovation 119 By Sandra Martinez Essay 8 Observer Warrior An Unwanted Necessity 147 By Theodore C. Hailes and John Geis Essay 9 A Reevaluation of the “Kill the Leadership” Doctrine 167 By Torsten Björkman Essay 10 Outside-In and Inside-Out Approaches to Transformation 189 By Richard L. Hughes and Andrew G. Stricker Essay 11 What do Senior Leaders Need to Know About Cyberspace? 207 By Jeffrey Caton Essay 12 Effects-Linked Comprehensive Planning Integrating Military Planning with Interagency Implementation 229 By Jon W. Stull Essay 13 Adaptive Organizations Maintaining Competitive Advantage by Exploiting Change 249 By Scott Moreland and Scott Jasper About the Contributors 271 Foreword his book is a compilation of papers presented at the International Transformation Conference in Stockholm, Sweden on June 2–3, T 2009. The conference was hosted by the Swedish Defence Research Agency at their Division of Information Systems in Kista. The papers are organized according to the categories of culture, interagency, transformation initiatives, leadership, and adaptive organizations. This sequence was chosen to group papers with common themes so that readers could follow the logic and findings of each paper more easily. The book represents the views of the authors, most of whom are members of the International Transformation Chairs Network that was founded in the United States in 2004 by retired Vice Admiral Arthur K. Cebrowski, who then served as the Director of the U.S. Department of Defense Office of Force Transformation. Since that time, the organization has added members from the United Kingdom, Sweden, Australia, Singapore, and NATO. The mission of the International Chairs Network is to provide a forum to challenge thinking, leverage shared knowledge, and inform the debate about the international security implications of global transformation. The vision of the group is that the efforts of these types of activities will ultimately result in a group of national security leaders who are prepared for a future filled with complexity, chaos, and surprise. Publication of this book is one step in the process of reaching this goal. We hope that this book is valuable to you as you seek to transform your part of the world. Ralph O. Doughty, Ph.D. Martin Rantzer MG USA (Ret) Chair of Interagency and Director, Information Systems Multinational Studies, Division, U.S. Army Command and Swedish Defence Research General Staff College Agency, FOI v vi VICE ADMIRAL ARTHUR K. CEBROWSKI portrait by Margaret Holland Sargent image courtesy of www.sargentportraits.com. Vice Admiral Arthur Cebrowski—A True Transformative Leader he International Transformation Chairs recognize the contributions of Vice Admiral Arthur Cebrowski to the Ttransformation process and pay tribute to him for his role in creating the International Transformation Network. Vice Admiral (ret.) Arthur K. Cebrowski (August 13, 1942– November 12, 2005) served from October 2001 to January 2005 as Director of the Office of Force Transformation in the U.S. Department of Defense. In this position, he reported directly to the Secretary and Deputy Secretary of Defense and was responsible for serving as an advocate, focal point, and catalyst for the transformation of the U.S. military. The Secretary of Defense called for the creation of the Office of Force Transformation in support of President George W. Bush’s broad mandate to transform the Nation’s military capabilities. The transformation process challenges the status quo with new concepts for American defense to promote an overwhelming and continuing competitive advantage for America’s military. As Director of the Office of Force Transformation, Admiral Cebrowski worked to link transformation to strategic functions, evaluated the transformation efforts of the military departments, and promoted synergy by recommending steps to integrate ongoing transformation activities. Among his primary responsibilities, Admiral Cebrowski monitored service and joint experimentation programs and made policy recommendations to the Secretary and Deputy Secretary of Defense. vii viii We are indebted to Admiral Cebrowski for his vision and his initiatives to institutionalize effective transformation in the U.S. military. His contributions live on through the International Transformation Chairs Network and others who have benefited from his thinking. The International Transformation Chairs Network Transformation Chairs meeting, U.S. Air Force Academy, fall 2008 he International Transformation Chairs Network has evolved from the Transformation Chair system set up by the U.S. Office T of the Secretary of Defense (OSD) through the Office of Force Transformation under the tutelage of Vice Admiral Cebrowski. The mission of the network is to “provide a forum to challenge thinking, leverage shared knowledge and inform the debate about the national and international security implications of global transformation.” The organization’s vision is to “assist national security leaders and decision-makers in preparing for a future filled with complexity, chaos, and surprise.” ix x The complexities of the task make definitions of transformation a challenge and often open to debate. The unpredictable nature of the future international security environment defies a tightly bounded definition so the International Transformation Chairs have adopted an inclusive description: “Transformation is a process that shapes the changing nature of competition and cooperation through new combinations of concepts, capabilities, people, and organizations.” The Transformation Chairs Network was created by the Secretary of Defense in 2004 to support the transformation of American defense concepts that was being implemented through the Office of Force Transformation (OFT). The underlying precept that drove the concept was the need to move transformational thinking down into the heart of the military organizations, principally through the education system, to kick-start a bottom-up push for change. The Transformation Chairs Network has gone through several “transformational changes” of its own. OFT’s original approach was to seed the major educational institutions within the Department of Defense (DOD) with experts who would then facilitate curriculum changes supportive of transformational thinking. To create incentives for the various schools, DOD provided funding for 3 years to cover the experts’ costs and support student research. After the 3-year period, each institution was to decide on the worth of the chair position and whether to continue funding it. Under this program, 13 chair positions were formed that covered most of the intermediate and senior educational institutions within DOD, as well as the Service academies. The group met quarterly, and most meetings revolved around the challenges in establishing the legitimacy of the chair position, creating viable curricula for the schools, and pressing the fundamental concepts of transformational change. The program was vibrant, and the network quickly coalesced into a strong, collaborative organization. The first serious challenge, and the opening of the second phase for the transformation chairs, was bridging the funding gap when DOD funding ended and the individual institutions had to assume the cost of the program. The group did shrink but stayed surprisingly strong and larger than many had expected. In addition, international players, recognizing the importance of transformation and interested in tapping into the U.S. initiative, started joining the group. By mid-2009 Australia, Singapore, Sweden, and the UK were represented. The quarterly meetings changed in character and substance, moving away from the more mundane administrative and curricula issues and into xi substantive debate
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