frans.picavet@be.ibm Sofia, 2 April 2012

1. Bridging the collaboration gapResults from a global survey of collaboration on coalition operationsRecommendations for smarter Defence collaboration frans.picavet@be.ibm.com Sofia, 2 April 2012

2. Contents Introduction Overall findings Improving coalition operations - Collaborative Ways of Working - Sharing information + better common operational platform + driving information management - Exploiting technology Improving Defence cooperation Conclusions

3. Introduction We carried out a global defence survey to identify what could be done to improve coalition working Figure 1: Survey sample – respondent country Rest Of World (ROW) • The global defence survey carried out interviews covering: • More than 100 individuals’ experience of operations • Wide range of operation types • Respondents from 12 nations • including comments on a total of 340 coalition partners from 61 nations • Wide range of respondents (all services, front & back office, senior – junior ranks) • Operations from 1994 to 2008 • Respondents were asked to: • rate the effectiveness of different aspects of coalition operations • comment on what was difficult • Recommend their priorities for improvement • Invited external experts to provide their independent perspective - Fred Stein, RUSI, HCSS Note: see report for full survey demographics. Europe US UK Canada Sample size=97 Figure 2: Survey sample – coalition countries US ROW Canada UK Europe Sample size=106; Mentions = 340.

4. Introduction There are three main areas where defence forces can intervene to improve their coalition performance Define roles and responsibilities, policies and procedures, organization structures. Develop new skills through training and development programs. COLLABORATIVE WAYS OF WORKING Create a Common Operational picture through improving the sharing of information among coalition members. Develop and implement common standards and policies to overcome security, language and other constraints to information sharing. Build trust in partners’ data. SHARING INFORMATION EXPLOITING TECHNOLOGY Implement NEC and the latest technologies to improve interoperability. Create a shared infrastructure and the technical tools to support more effective coalition operations

5. Introduction Our analysis aimed to highlight which factors have greatest influence on the effectiveness of coalition operations Does effectiveness improve over time? Does effectiveness depend on who you are? Does effectiveness depend on what you are doing? • Composition of coalition • Nation • Seniority / length of service • Function • Duration of operation • Operation mission • Complexity of operation • Nature of collaboration

6. Contents Introduction Overall findings Improving coalition operations - Collaborative Ways of Working - Sharing information + better common operational platform + Information management - Exploiting technology Improving Defence cooperation Conclusions

7. Overall findings The overall findings indicate that coalition effectiveness is not improving over time • Overall effectiveness has remained consistent over time. • Would expect improvement through experience as well as technology innovation • Improvements could be offset by increased complexity of operations • Could be higher expectations of recent operations • A ceiling of effectiveness is not supported by survey findings Figure 4: Effectiveness of coalitions v mid point Average Coalition Effectiveness Operation Midpoint Source: IBM Global Defence survey

8. However, there are several exceptions to these broad findings – we need to look deeper into the effectiveness of coalitions Overall findings Shared language and culture plus strong overall capabilities are important determinants of coalition effectiveness • Coalitions comprising a broad range of different cultures and languages do not perform as well • Coalitions with a track record of co-operation, training on exercises and working together on coalitions will be more effective (e.g. “5 eyes”, NATO members) • Coalitions with “advanced” members can help improve the overall effectiveness of the coalition the 4 eyes only nations hampered the information exchange to the other coalition partners. That resulted in a not well informed COP, with information held on 4 eyes only HQ’s. NATO ops are without a doubt far more effective with regards to military operations.

9. Overall findings The countries that are ranked as most effective coalition partners have shared language, culture and experience Figure 5: Average effectiveness of coalition partners • Canada and the UK were rated highest as effective coalition partners. • The lower score the US received can be explained as a consequence of its leadership role • The lower scores of other European and the Rest of the World reflect the large number of countries, with different languages and cultures Average Coalition Effectiveness US Canada UK Europe ROW Coalition Partner The British were completely integrated into theUnited States command and control network and effectively acted in the role as U.S. forces. Japan and Korea were coordinated efforts but were not integrated into the command and control system US encourage collaboration, BUT USING THEIR STANDARDS and POLICIES - not all nations can agree, and secure collaboration is still a pipedream with all but a select few Source: IBM Global Defence survey

10. Overall findings Intelligence respondents and junior officers rated their coalitions more highly Figure 6: Effectiveness of coalitions v function • The intelligence respondents rated their coalitions as more effective than operational and C2 functions. Logistics scored their coalitions worst. • More senior officers view collaboration as less successful. Average Coalition Effectiveness Figure 7: Effectiveness of coalitions v rank Currently, in theater, interagency collaboration is excellent at the lowest tactical levels, but lacks integration at the higher levels of command. Average Coalition Effectiveness Source: IBM Global Defence survey

11. Overall findings Operations that last longer appear to be less effective • Operations of shorter duration, appear to be more effective. • This applies to all the areas in which coalitions collaborate - through ways of working, information sharing and exploiting technology • Possible explanations include: • Greater complexity of long operations • Greater intensity of short missions • Greater expectations of longer operations Figure 8: Effectiveness of coalitions v duration Average Coalition Effectiveness Collaboration Areas Source: IBM Global Defence survey

12. Contents Introduction Overall findings Improving coalition operations - Collaborative Ways of Working - Sharing information + better common operational platform + driving information management - Exploiting technology Improving Defence cooperation Conclusions

13. Collaborative ways of working Effective coalitions need collaborative ways of working • We identified a number of actions that defence and military leaders could take to tackle the challenges of coalitions and improve ways of working: • Adapt policies and procedures • Change command and organizational structures • Utilize incentives or rewards • Develop new skills • Make changes to leadership competencies and behaviours • The key question is which of these actions will have the greatest impact at improving collaborative behaviours ? Effective collaboration is heavily depending on respect and knowledge of culture, history, norms and values Images courtesy of US Department of Defence: Defenceimagery.mil

14. Collaborative ways of working Our recommendations to improve collaborative ways of working fall under three categories Improve coalition planning Provide leadership and sponsorship Implement solutions • To the extent possible, review collaboration policies and procedures and respond to lessons learned prior to start of operations • Select leaders with an appropriate mix of collaborative behaviors. • A number of actions will need to be taken in combination for optimum impact. • Establish CONOPS/SOP that includes collaboration objectives and procedures. • Use performance metrics to measure and encourage collaborative behaviors. • Identify collaboration "champions in each organization. Ensure they are identified and encouraged • Staff colleges should be joint and multinational. Course content should encourage cross cultural understanding. • Organize multinational exercises specifically designed to address information sharing and collaborative behaviours. • Emphasise the development of key collaborative skills e.g. language skills and cultural awareness, particularly among leaders. • Preload integrated directory of all organizations/individuals the coalition anticipates collaborating with during operations • Networks work well for specific tasks, hierarchies for more structured decision making. • Organizational flexibility is needed to adapt accordingly.

15. Sharing information Effective information sharing is essential to collaboration - by building a Common Operational Picture that aids coalition decision making. • Particular difficulties in information sharing in coalitions include managing with different languages, the different ways information is structured and building sufficient trust to overcome national security concerns. • There have been huge leaps forward in the volume of electronic information available to those on the front line – but is this a help or a hindrance? What improvements are needed that can make practical improvements in the way that information is shared? Standardization and will to share information are critical. It is not a technological problem but a cultural one The key element in sharing information is not technical - it is the absolute honesty and openness of revealing one's national position Images courtesy of US Department of Defence: Defenseimagery.mil

16. Sharing information Our recommendations to improve the sharing of information fall under three categories Improve coalition planning Provide leadership and sponsorship Implement solutions • Establish proper attitude and commitment to effective collaboration- to build trust in partners data. • Effective communication of the various information sources and networks and how to use them effectively. • Intensify efforts to install the culture of “duty to share” in leadership behaviours and encourage creative approaches to collaboration. • Always aim towards a sharedcoalition Common Operational Picture, with an agreed baseline of authoritative data.. • Create CONOPs/SOP to capture how the multiple networks and communication mechanisms will be used, and for what purpose • For tactical and non restricted information can minimise policy constraints on information sharing • Develop a structured approach to Information management – role based, with a balance between information availability and capacity to use it. • Implement multi level security systems, with proper partitioning and access control of sensitive data • Continue to progress multi-national harmonization of data standards • Deploy improved user tools to help with effective data analysis and mining • Improve the presentation of information – so as to better support decision making. • Support with adequate training and supervision 16

17. Exploiting technology Effective coalitions require technologies that work together • Many new technologies promise to improve joint working (e.g. from email, streamed video, data links and increasingly networking tools) but are these having the expected impact on the overall effectiveness of the coalition? • Defence forces have invested heavily in technology in recent years. Are they investing in the right things, or are there other priorities that can make a difference to the effectiveness of coalition operations? Your network is only as strong as your weakest network link. Without Coalition compatible IT policies and procedures the network will be less secure and will prevent the development of compatible IT infrastructure. Images courtesy of US Department of Defence: Defenseimagery.mil

18. Our recommendations to improve the exploitation of technology fall under three categories Exploiting technology Improve coalition planning Implement solutions Provide leadership and sponsorship • Establish IT procurement policies that respond to coalitions’ needs • Ensure leaders are aware of how to exploit the latest technologies • Need to execute IT plans in a structured, co-ordinated way and phased way, consistent with the overall strategy • Support IT deployments with adequate training and communications. • Continue to progress multi-national approaches to harmonize technical standards, security policies. • Exploit technologies proven at improving collaboration –translators anddynamic directory systems containing contact and access data. • Explore the potential uses of web technologies in particular situations Build language translation capabilities into solutions • Establish and populate a coalition IT Command organization early in coalition planning. • Apply net-centric principles, open architecture and use commercial software where possible to facilitate interoperability of coalition member systems. • Where it is more practical to use the systems of coalition leader, manage the reactions of other coalition members. • Plan for the demands of new technologies (e.g. bandwidth) 18

19. Contents Introduction Overall findings Improving coalition operations - Collaborative Ways of Working - Sharing information + better common operational platform + driving Information management - Exploiting technology Improving Defence cooperation Conclusions

20. Improving Defence cooperationLessons learned international defence programs • Obstacles in big NATO projects are often the lack of political will to share risks and National interests influenced by interests of National industries • Delays in NATO projects are often caused by differences in political-strategic cultures related to the use of mil forces in conflicts • Interoperability is often not achieved due to the unwillingness of nations to commit time and resources and implement agreed standards. • Successful NATO projects are focused on lease and pooling of strategic airlift , sea transportation and logistic support of expeditionary operations • Common weapon systems maintenance programs by NAMSA are successful • EDA has small project focus; most successful in common trainings programs for helicopter pilots in co-operation with NATO • Multinational programs like BICES and Majiic demonstrate that the way to more Defence cooperation is via regional or via right sense countries

21. Improving Defence cooperationOur recommendations to improve Defence cooperation Focus on gaps and surplus capabilities Considerate carefully partnerships Define the right collaboration area • Start with common acquiring and maintaining • Set up common operational concepts, training and education • Combine and share capability knowledge • Exchange and divide capabilities in the frame from operational collaboration • Decide to specialisation only with partner Nations who have same strategic culture & together huge operational experience • Multinational units must be capable to work in complex civil-military environments • NATO should deliver capabilities in a much more agile manner • Pooling and sharing enforces common military power but must keep in place national disposition • Connect the capability development with existing capabilities and gaps on European level • The flexibility and speed to react on new security risks are important that means common acquisition, education and training concepts and agility of defence industries • Safeguard freedom to act in international forums • Multinational cooperation brings advantages, obligations & dependencies • Safeguard national claim in exceptional cases • Value national forces depend heavily on value in coalition • Align with similar political decision models, role of parliaments and strategic culture • Rely in an early phase on trustful industrial partnerships

22. Contents Introduction Overall findings Improving coalition operations - Collaborative Ways of Working - Sharing information + better common operational platform + driving Information management - Exploiting technology Improving Defence cooperation Conclusions

23. Conclusions Coalition planners can utilize the results of the Global Defence study to help optimize their coalition’s capabilities • Coalition Planners will need to design an approach to their mission that minimizes the collaboration gap Collaborative WoW Exploiting technology Sharing Information • Establish a Common IT infrastructure, based on agreed standards, NCO strategy etc • Provide sophisticated technologies to supplement traditional methods • Adopt a more structured approach to IT procurement and deployment • Define coalition policies and ways of working • Increase training in collaborative behaviours, cultures + supporting skills in Information and technology • Use collaboration champions • Improve COP, with greater trust in partners’ information • Establish more detailed coalition information standards and procedures • Invest in more sophisticated Information Management capabilities Increase Capability • Make practical use of most effective existing infrastructure – e.g. of coalition lead • Rely on interoperable technologies • Keep it simple (e.g. IT policies) • Simpler COP, perhaps more driven by coalition leader’s information • Lower volume of information sharing • Simplify policies and procedures, particularly relating to security (with non restricted data) • Minimize investment in formal coalition structures • Simplify policies & procedures, organizational structures • Adopt a less structured approach to collaboration Simplify Capability

24. Efforts to improve collaboration must recognize the multi-national nature of the challenges. Conclusions Our survey respondents were optimistic with a clear message that coalition effectiveness can be improved • There has been a long history with little noticeable improvement in the effectiveness of coalition operations • Coalition operations are becoming more complex and more pervasive – the need to improve collaboration cannot be ignored • However there are grounds for optimism: • There are many very positive reports of effective collaboration – in some instances defence forces may be leading examples • There is a clear appetite to get to the root causes of poor coalition performance, • Respondents at all levels and in all nations had positive recommendations for how collaboration could be improved • Relatively new and emerging technologies and techniques are recognized as having great potential to improve coalition effectiveness – but they will take time to become embedded • Awareness and access to leading practices is growing as defence forces and others demonstrate innovative ways of collaborating

25. To build collaboration capabilities in the longer term will require fundamental changes in the way defence forces operate Conclusions Nations can make progress in five areas to ensure continuous improvement in Defence cooperation, • Include in their Defence planning process as a standard an investigation for multinational cooperation • Focus this investigation on gaps and surplus capabilities in coordination with NATO • Considerate by all means carefully partnerships in relation to the right collaboration area’s • Make use of successful multinational programs run by the EDA and the agencies of NATO • Rely in an early phase on trustful industrial partnership

26. Bridging the collaboration gapResults from a global survey of collaboration on coalition operationsRecommendations for smarter Defence collaboration frans.picavet@be.ibm.com Sofia, 2 April 2012