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Semelhante a Strategic Agility through Learning Doctrine
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Strategic Agility through Learning Doctrine
- 2. Trent Hone • Agile Coach with Excella Consulting • 20+ years of development experience • Award-winning historian 1
- 3. Strategy and Doctrine What are they… really? Why do they matter? 2
- 4. Strategy is… “… deliberate search for continuing advantage…” “… an emergent property...” “It determines the means, establishes the boundaries, and provides the goals…” What is Strategy?
- 5. What is Doctrine? 4 Doctrine is… “… the set of implicit and explicit assumptions that govern the behavior of an organization.” “It is what we fall back on when precise instructions are unavailable.”
- 6. Insight…? Strategy and doctrine are synergistic Effective strategy triggers the emergence of better doctrines Better doctrines create the opportunity for more effective strategy 5
- 7. • OODA Loop • Col. John Boyd, USAF How do Strategy and Doctrine Evolve? 6 Observe Orient Decide ActPhoto by: Tim Felce
- 8. • Fractal • Applies broadly: • to Strategy • to Doctrine • to … OODA Loop 7 Observe Orient Decide Act Image by: Wolfgang Beyer
- 9. Is “active” OODA Loop 8 Observe Orient Decide Act Photo by: Paul Rutherford — UltiPhotos.com
- 11. The Pacific in 1942 10
- 12. Admiral King Pursues Offensive 11
- 14. The Battle of Savo Island – 8-9 Aug 1942 13
- 16. • Startup • Developed tracking (and tracing) solutions • Small, “agile” team (hardware, firmware, software) • Poor focus TracerNET’s Early Days 15 Photo by: Thomas R Machnitzki
- 17. The New Strategic Goal 16 Photo by: Paul Lowry
- 18. Make the top 5 Ready-Mix producers in North America our customers! The New Strategic Goal 17 Photo by: McNeilus Concrete
- 19. • Focus increased significantly • We worked harder • We realized we lacked important capabilities Strategy Transformed Our Work 18 Observe Orient Decide Act Photo by: http://cdn.heavyequipmentguide.ca/
- 21. • Balanced Exploration and Exploitation • Fleet Problems and tactical exercises • Variability within the fleet • No defined approach – little codified “doctrine” • Learning was integral to the Navy’s approach Prewar Learning System 20
- 24. Failures & Rapid Learning 23
- 25. • Commanders overwhelmed • Too much data • Too little actionable information • Formations need to be more stable • ”Minor Tactics” need more emphasis Lessons 24
- 28. • PAC-10: Current Tactical Orders and Doctrine, Pacific Fleet • Effective plans for “Minor Tactics” • Enabled interchangeability of ships and task groups • Transformed fleet tactics New Doctrines Emerge 28
- 29. Pacific Offensives 1942- 1944 29 Solomons Aug 1942 – Nov 1943 Central Pacific Offensive Nov 1943 – Oct 1944 Nov 1943 Oct 1944 Sept 1944 Feb 1944 June 1944
- 30. TracerNE T – Part 2 30 Picture by: AG84
- 31. ? • Co-located team • Small batches • Limited number of changes at one time • No process constraints – free to define our doctrine TracerNET was “agile” not Agile 31
- 32. • Scalability for centralized dispatch • Oracle support for distributed companies Two Crucial Challenges 32
- 33. • Lessons integrated • Doctrine evolves: Standardize customer installs • Application changes rapidly • Multithreading • Centralized dispatch support • Multiple database support • Defined interfaces for integration We Learn Rapidly 33
- 34. • 3 of top 5 producers were TracerNET customers • Winning the 4th • We transformed the landscape • And then it changed again… We Achieve Strategic Success 34
- 36. U.S. Navy • Take the offensive • Win in the Solomon Islands • Transform naval combat Strategy Frames the Opportunity 36 TracerNET • Create focus • Dominate Ready-Mix Market • Get acquired
- 37. Strategic action triggers doctrinal learning Strategy and Doctrine Synergistic 37 Observe Orient Decide Act Observe Decide Orient Evolutionary doctrine enables strategic opportunities
- 38. Doctrine is not Tactics 38
- 39. … but doctrine informs tactics Doctrine is not Tactics 39 • Doctrine is a frame for “how” • Strategy is a frame for “what”
- 40. What Can You Do? 40 • Use strategy to frame the space – “active” OODA • Become aware of doctrine • Develop feedback loops between them • Seek opportunities to evolve your doctrine
Notas do Editor
- USS FARENHOLT, DD-491
- Dr. Everett Carl Dolman is Professor of Comparative Military Studies at the US Air Force’s School of Advanced Air and Space Studies (SAASS).
- https://commons.wikimedia.org/wiki/File:F86F_Sabres_-_Chino_Airshow_2014_(cropped).jpg
- https://commons.wikimedia.org/wiki/File:Mandel_zoom_05_tail_part.jpg
- Photo: Paul Rutherford — UltiPhotos.com
- Cruiser QUINCY, CA-39 Wrecked and burning
- Photo by Thomas R Machnitzki: https://commons.wikimedia.org/wiki/File:Durham_school_bus_depot_Shelby_Oaks_Dr_Memphis_TN_01.jpg
- https://commons.wikimedia.org/wiki/File:Concrete_Transport_Truck.jpg
- https://www.facebook.com/mcneilusconcrete/photos/a.396554414073.172661.168909779073/10153607281794074/?type=3&theater
- http://cdn.heavyequipmentguide.ca/files/products/image/medium/0016/3766_0_aa0b3_30867_mixer-cemstonevr4g8721-dl-copy.jpg
- USS SAN FRANCISCO, CA-38 at Mare Island, CA. Circles show battle damage. Rear Admiral Norman Scott Rear Admiral Daniel J. Callaghan
- USS WASHINGTON, BB-56 Rear Admiral Willis A. Lee
- USS MINNEAPOLIS, CA-36 USS ST. LOUIS
- USS DENVER, CL-58 Rear Admiral Aaron S. Merrill, (left) working with a maneuvering board on USS Montpelier (CL-57), during operations in the Solomon Islands, 23 December 1943. Captain W.D. Brown is also present.
- Destroyer CHARLES AUSBURNE, DD-570 Captain Arleigh A. Burke, Commander Destroyer Squadron 23, during operations in the Solomon Islands, circa 1943.
- https://en.wheelsage.org/peterbilt/348/107431/111701/pictures/av4h5e/
- https://msdn.microsoft.com/en-us/library/aa260644.vb6tovbdotnetfig3a(l=en-us,v=vs.60).gif
- Old “flush-deck” destroyers during the interwar period.
- Use strategy to frame the space – “active” OODA Become aware of doctrine Synergistic with strategy Create the “what” Allow doctrine to inform the ”how” Develop feedback loops between them Seek opportunities to evolve your doctrine; otherwise Tactics will lag Strategy will unravel