My kickoff for the 2004 Network-Centric Warfare Conference, London, 26 Oct 2004, conducted by SMi.

1. nodes
C2
Welcome
SMi Sixth Annual Conference Weapons/“Effectors”
Sensing
Network Centric Warfare
-
Enhancing Battlespace Management
26 October 2004
Chair:
Mark Tempestilli
CAPT, USN (Ret.)
Director
Modeling, Simulation & Gaming
and Advanced Concepts & Strategies
Next Century Corporation
mark.tempestilli@nextcentury.com

2. Important Questions to Ponder
• What are the “new sources of power,” and how can we exploit them for NCW?
• What are the “new rules” of the emerging era and what do they mean for NCW?
• How can a network-centric force innovate and adapt for distinct advantage?
• Should we and can we “manage” network-centric organizations and operations?
• What is the relationship between NCW and Effects-Based Operations?
• Should we and how can we “co-evolve” organizations and human elements with
network-centric technology?
• How can we explore, discover and/or develop answers to the previous questions?

3. The New Sources of Power
• What are the “new sources of power,” and how can we exploit them for NCW?
Ø Fight first for knowledge.
Ø Achieve shared, high quality knowledge.
Ø Maintain knowledge advantage.
Ø Act like a node in a network,
organizationally & informationally.
Ø Self-synchronize/organize/align.
Self-
Ø Parallel, nonlinear dynamics.
Ø Speed and agility.
Ø Adaptability and innovation.
Ø Reach and persistence. nodes
C2
Ø Achieve effects.
Weapons/“Effectors”
Sensing
Ø Trustworthiness.
Ø New mindsets.

4. The New Sources of Power
• What are the “new sources of power,” and how can we exploit them for NCW?
Despite valuable advances in technology, connectivity &
equipment interoperability,
the real power comes via…
Ø New organizational forms and C2 schemes.
Ø New leadership and warfighting styles.
Ø New personnel roles and competencies.
Ø New behavioral norms, rules & principles.
Ø New network-centric culture.

5. The New Sources of Power
• What are the “new sources of power,” and how can we exploit them for NCW?
Domains of NCO & EBO:
Social
Cognitive
Information
Physical

6. New Rules
• What are the “new rules” for organizations and operations
and what do they mean for NCW?
q Collaborate, share, collaborate – across previous boundaries.
q Human judgment (based on new mindsets and revalued norms),
proactively guided by well-articulated and understood intent for
well-
strategy, mission, and risk-management is vital.
risk-
q Allow individuals to act on their own local knowledge put in context.
context.
(“Think global, act local.”)
q Behave to encourage best structures to emerge.
q Apply rules to simple, generic units and allow them to combine in
in
many different ways.
q Encourage credible, understandable, enduring, and accountable
commitments. (> trust)
q Protect criticism and foster feedback and learning.
q Establish a framework within which people can create nested
frameworks of more specific rules.
Based in part on Virginia Postrel, “The Bonds of Life”

7. Operational Innovation & Adaptation
• How can a network-centric force innovate and adapt for distinct advantage?
See the previous two slides:
Refine and incorporate the new sources of power and new rules.
Ø Empower members to innovate and adapt.
Ø Teach them about linking technology with process changes and
human/organizational changes.
Ø Give them leeway and resources to try.
Ø Incentivize innovation through operational urgency, etc.
Ø Set reasonable risk mitigation bounds.
Ø Accept non-critical failure.
non-
Ø Learn from trying—whether succeeded or failed.
trying—
Ø Ensure systematic organizational learning across the force—use the
force—
network.
Ø Raise up and reward the innovators and adapters.
Ø Also raise up subordinate leaders who similarly empower innovation.
innovation.

8. Manage vs. Command
• Should we and can we “manage” network-centric organizations and operations?
Ø Overly tight management of highly adaptive & agile organizations
organizations
and their operations is anathema to success.
Ø High quality shared awareness does not automatically imply
directive, hierarchical control.
Ø We never really had tight control of organizations and operations
operations
anyway.
Ø Self-synchronization and emergent, adaptive ops must be led and
Self-
guided differently.
Ø Re-emphasize the art of command and the processes that
Re-
accompany it.
Ø (Again, see “new sources of power” and “new rules.”)

9. NCW ~ EBO
• What is the relationship between NCW and Effects-Based Operations?
“Effects-Based” Outcomes
Best strategic, operational, tactical effects
“Network Centric” Operational qualities:
Behavior
– Speed
– Precision
– Appropriate Effects
– Adaptability
Advanced – Agility
C2 Dynamics – Battlefield Innovation
– Persistence
– Initiative
“Knowledge Superiority” – Unity of Effort
Status
Shared understanding of situations and intents
Information Infrastructure
Advanced communications, sensing, computing & interface
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10. Co-Evolving Capabilities
• Should we and how can we “co-evolve” organizations and human elements
with network-centric technology?
POLICY
DOCTRINE
D
O ORGANIZATION
CONCURRENT
LINES OF
T TRAINING & EDUCATION
CAPABILITIES
DEVELOPMENT NEC
M MATERIEL
L LEADER DEVELOPMENT
P PERSONNEL
F FACILITIES

11. Co-Evolving Organizations
• Should we and how can we “co-evolve” organizations and human elements
with network-centric technology?
LEADERSHIP
PEOPLE
…and SIMILARLY:
PROCESSES
CONCURRENT
DEVELOPMENT
OF ALL STRUCTURES
ORGANIZATIONAL NCO
& OPERATIONAL CULTURE & MINDSETS
ELEMENTS
BEHAVIOR
TECHNOLOGY
MEASURES

12. Exploring The New
• How can we explore, discover and/or develop answers to the previous questions?
Keep it S
1. Continuous Rapid Prototyping Heuristic
imple
Approac
2. Simulations & Games Engagin
Relevan
g Scena
h
rios
– New Rules Mitigate t Chall
Critical R enges
Feed Ex isk as N
– New Concepts ploratory
Collabora
Value
eeded
– New Mental Models Learn
te
– Re-valuated Norms
– New Roles, Structures, Processes
– New Behaviors
– Self-Synchronization
– Emergence
– New Capabilities
3. Operational Experiments
4. Tactical D&E
5. Online-assisted Collaborative
Communities
6. Measure against Effects
7. Iterate & Adapt
8. Learn
TM
TM

13. Change is coming…
73% of online Americans say the Internet has
improved their ability to learn.
(Pew Internet & American Life Project, July 2004)
74% of online teens use IM.
84% surf the web for fun.
(Pew Project, July 2001)
Soldiers overseas playing XBOX via Internet.
And we can be with the leading edge…
…which is already arriving.
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14. Are we looking… …where we already had light?
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15. …or are we making new light
and looking in new places?
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16. Where and how are we looking?…

17. On with the show…
Questions or Follow - Up?
Follow-
See your Chair:
Mark Tempestilli
CAPT, USN (Ret.)
Director
Modeling, Simulation & Gaming
and Advanced Concepts & Strategies
Next Century Corporation
mark.tempestilli@nextcentury.com

18. Backup

19. Network Centric Operations:
“What’s new?”
nodes
C2
Weapons/“Effectors”
Sensing
• Distributed Functions & Resources • New Competencies & Mindsets
• Distributed Intelligence & Knowledge • Extensive Collaboration
• Better Shared Situational Awareness • Understanding the Basis of Effects
• New Organizations and Rules • New Culture and Behavior

20. Notional Model of Network Centric Ops
Including Effects Based Ops
Current (but evolving) U.S. joint Effects-Based Outcomes
definitions of "effects": Best strategic, operational, tactical effects
Effect - The physical, functional, or
“Network-
psychological outcome, event, or
consequence that results from specific Centric”
military or non-military actions. Organizational
Behavior
Effects Based Operations (EBO) - A process
for obtaining a desired strategic outcome or
"effect" on the enemy, through the
synergistic, multiplicative, and cumulative
application of the full range of military and Advanced
nonmilitary capabilities at the tactical, C2 Dynamics
operational, and strategic levels.
Effects Based Warfare - The application of
armed conflict to achieve desired strategic
“Knowledge Superiority”
outcomes through the effects of military
force. Status
Shared understanding of situations and intents
Effects Based Strategy - The coherent
application of national and alliance elements
of power through effects-based processes to
accomplish strategic objectives.
Information Infrastructure
Advanced communications, sensing, computing & interface
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21. The Familiar Process
Surveillance Acquisition Weapons
Engagement Battle
and and Targeting Launch Weapons Damage
Reconnaissance Localization and Homing Assessment
Guidance (BDA)
Sensors
Sensors
Correlation Fusion
Fusion
Fusion
Planning Decision
Aids
Observe – Orient – Decide – Act -- Observe Again
Sequential, linear, cyclic activity
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22. The Emerging
Network-based Process
Observe
Orient
Decide
Act
Parallel, collective, non-linear activity
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23. The Emerging
Network-based Process
Plans
Ops
Intelligence
Logistics
Parallel, collective, non-linear activity
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24. The Emerging
Network-based Process
Operation X Task 1
Operation X Task 2
Emergent (Unplanned) Op Y
Planned Op Z
Parallel, collective, non-linear activity
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