Air Power The Agile Air Force Edited by Neville Parton AIR POWER THE AGILE AIR FORCE AIR POWER THE AGILE AIR FORCE Contents Foreword Air Chief Marshal Sir Glenn Torpy 5 Introduction Group Captain Neville Parton 7 Developing Agile Airmen Air Vice-Marshal Peter Dye 11 The Theory Of Agility Group Captain John Jupp 17 Agility – A Historical Perspective Mr Seb Cox 37 The Luftwaffe’s Agility: An assessment of Relevant Concepts and Practices Dr Joel Hayward 45 Perspective of the Chief of Staff of the United States Air Force General T. Michael Moseley 55 Agility in a Small Air Force Brigader Morten H Lunde 67 Agility in the Logistics Arena Air Commodore Simon Bollom 75 Paradoxes and Problems of Airpower Dr Phillip S. Meilinger 81 AIR POWER THE AGILE AIR FORCE AIR POWER THE AGILE AIR FORCE AIR POWER THE AGILE AIR FORCE AIR POWER THE AGILE AIR FORCE THE AGILE AIR FORCE Foreword by CAS Agility has become something of a buzz-word in the defence community, and like many such terms needs to be treated with a degree of caution in order for the phrase not to become ‘all things to all men’. That was part of the rationale behind my decision to focus the 2006 CAS Air Power Conference on the subject of agility – to take the opportunity to explore what the term really means in terms of developing a truly agile Air Force for the 21st Century. Of course, being agile is nothing new for Air Forces. From the very start the Royal Air Force demonstrated Air Power’s ability to deliver effects rapidly to parts of the battlespace that were beyond the reach of either the Royal Navy or the Army. Air Forces have also been very quick to harness technology, and adapt their ways of operating to suit changes in the security environment; this has been particularly apparent in recent years, where capabilities designed for high intensity warfighting operations have been adapted to suit the demands of the counter-insurgency campaigns being fought in Iraq and Afghanistan. This did not come about without considerable effort, and a willingness to learn and experiment, both of which are key elements in the agility equation. The exploitation of technology has been at the heart of Air Power development over the past 100 years but the greatest difficulty, paradoxically, has not been in the development of new technologies, but conceptualising how they should be used to maximum effect. Therefore, whilst technology offers real opportunities for widening the utility of systems across a range of scenarios and, increasingly, provides scope for greater incremental capability enhancement, it is the agility of our people – in the way they think and behave – that sets the framework for how we operate our equipment and exploit new technology. I see this as the main purpose of our Air Power Conferences. To provide - in conjunction with other aspects of our Air Power and Air Warfare education and training – the environment in which we can think and discuss Air Power issues, in order to develop new ideas and concepts for the future. The papers contained in this publication, which cover the main areas discussed at the Conference, do not define absolutely what is meant by either ‘agility’ or an ‘agile air force’. They do, however, contain some thought-provoking ideas that I would commend to anyone with an interest in developing the agility of the Royal Air Force, which is, of course, one of the key tenets of the Royal Air Force Strategy. AIR POWER THE AGILE AIR FORCE AIR POWER THE AGILE AIR FORCE AIR POWER THE AGILE AIR FORCE AIR POWER THE AGILE AIR FORCE CAS AIR POWER CONFERENCE 2006 – INTRODUCTION Group Captain Neville Parton The 2006 CAS Air Power Conference, as outlined in the Foreword by CAS, provided an opportunity for shared thinking and debate on what the term ‘agile air force’ actually means for the Royal Air Force at the beginning of the 21st Century. Indeed, in this regard it followed in a long line of CAS Air Power Conferences, which, from the very start, have enjoyed a common purpose – namely to assist in developing a spirit of intellectual rigour and debate within the RAF. By providing a platform where practitioners, theoreticians and historians could present and discuss a broad range of air power related topics with a degree of relevant historical context, that intent has been achieved. However as attendance at such events is always limited, this publication is intended to allow those who were unable to benefit first hand from the presentations given by the speakers, and thereby, hopefully, to encourage the thinking and debate to continue. For such a document, the main purpose of the introduction is to outline the contents of the papers, thus allowing readers to rapidly identify those areas of greatest interest to them. However it also allows the opportunity to explain why particular topics were chosen, in order to add to the coherence of the piece as a whole. One of the main reasons for choosing the subject area of agility for the conference was that, if there is a single problem that is at present as generic to military organisations as it is to business, it is the buzzword bandwagon. The move to soundbite politics has resulted in much more emphasis being placed upon terminology, and in a number of quarters unless you use the right terms you are likely not to be taken seriously. Terms such as ‘the comprehensive approach’, or the entire lexicon of effects-based elements – EBO, EBA, EBP – are frequently used without any common conceptual framework – and of course, in a number of cases, what works well as a strategic level concept becomes much more difficult when it has to be turned into operational or even tactical level realities. Agility could without doubt be seen as one of those terms, and hence the aim of the conference was to provide a number of different perspectives on the subject of agility, looking both within the RAF and without, in order to ensure a greater common understanding of what being a part of an agile air force means for those who serve within them. That was the aim, and you will find that the papers which follow explore a variety of the different dimensions inherent in the term ‘agility’ with considerable insight, thereby fulfilling the original remit and allowing you to explore the presenter’s ideas in detail. It is worth noting that with the exception of the keynote address, almost all of the papers were presented in pairs, and hence are considered in the same manner in this review. An apposite place to start is, of course, with an appreciation of the fact that in order to have an agile organisation you need to have agile people, and the first two papers, on Developing Agile Airmen, and The Theory of Agility, by Air-Vice Marshal Peter Dye and Group Captain John Jupp respectively, provide some useful perspectives on this particular area. The former brought out the importance of teaching people how to think rather than what to think, and the difficulty in achieving the right balance between education and training. The latter explored various aspects of agility, ranging from the need for emotional intelligence to the capacity to deal with ambiguity, and then provided a number of case studies to demonstrate how the ability to improvise and innovate – both hallmarks of agility – are actually being worked out within the Service. AIR POWER THE AGILE AIR FORCE AIR POWER THE AGILE AIR FORCE However agility is very definitely not a new phenomenon within the RAF, as the paper by Seb Cox, the Head of the Air Historical Branch, cogently illustrates. His historical analysis of the period from the formation of the RFC and RNAS through to the end of the Second World War is replete with examples, both good and bad, and strongly makes the case that it is not just enough to have agile individuals – the organisation has to be equally responsive or problems will arise. Dr Joel Hayward examines an alternate perspective, looking at the agility that the Luftwaffe displayed in terms of supporting the German Army throughout the first 4 years of World War 2. It is clear that much of the operational advantage that the German Army enjoyed throughout this period resulted from the way that the Luftwaffe could rapidly adapt to meet its needs, and certainly there are lessons here that should not be forgotten. Together both Seb and Joel’s organisations are helping the RAF to reshape itself in terms of through-life education of all our people, particularly with regard to understanding our past, as well as our present, and how to derive from both of these lessons for the future – essential if we are to produce warfighters who are well motivated, highly trained and above all agile – a key strategic priority. An interesting aspect of agility is that there is no such thing as a naturally agile air force, and certainly size is not a key indicator as is amply demonstrated by the next pair of papers. In the first the Chief of Staff of the USAF, General Moseley, explores what agility means from the perspective of the world’s largest air force. Most of the areas that he considers have tremendous resonance in terms of aspects that the RAF is also engaged in examining, although then again, given the long history of mutual co-operation and close support, perhaps this is not really so surprising. But the emphasis on developing people and leaning systems are quite clearly seen as fundamental to developing the USAF for tomorrow.