Maneuvering in Time

1. Maneuvering in Time

2. It may be said that in the future I may lose a battle, but I shall never lose a minute.~Napoleon3 28

3. Strategy is the science of making use of space and time. I am more jealous of the latter than the former. We can always recover lost ground, but never lost time.~Field Marshal August Grief Gneisenau 27

4. Admiral Horatio Nelson …whose mind never rested, who calculated the relative positions of ships and shorelines as a master chess player does pieces and squares, who consumed information of every sort with the compulsion of an addict, who sought decision in battle with the relentlessness of a great financier poised to obliterate his commercial competitors. Intelligence in War John Keegan 26

5. Four Dimensional Reality Tactical Operations always unfold in at least four dimensions Space (Length, Width & Height) Maneuver Elements are Physical Personnel, Vehicles & Supplies Time Maneuver Elements are Intangible Actions, Events, Circumstances & Opportunities Three Major Factors for Maneuvering in Time Density, Initiative and Tempo 25

6. All Planning Attempts to Alter the Future Consequently, All Planning is Future Oriented The Future is Plural! Tactics or Timing 24

7. Tactical Operations are Always Time Sensitive Some are Time Competitive Opportunities are always linked with Time Initiative is linked with Time Tempo is a measurement of Speed When is as Important as How! 23

8. Maneuver in Space is measured in Distance Early Identification and Control of Key Terrain is Critical Maneuver in Time is measured in Speed Ability to Recognize and Exploit Opportunities is Critical Opportunities are Elusive, Sporadic and Fleeting Four Dimensional Maneuver 22

9. Density Density in Space refers to the Numbers of Personnel, Vehicles, and so forth Density in Time refers to the Quantity of Activities per Unit of Time Congestion occurs in Time as well as Space OBE Concept OBE Countermeasures “Clearing the Decks” by Removing Distractions Demanding Standard Formats Insisting on Recommendations from Trusted Subordinates Delaying Nonessential Decisions 21

10. Initiative Initiative means the Freedom of Action or the Ability to “Carry Through” This Corresponds to Power Implied Objective of every tactical operation is to gain and maintain the initiative 16 What Difference Does it Make Who Goes First?

11. Tempo - the Speed or Rhythm of Activity Like Initiative, Tempo Provides Freedom of Action Provides Opportunities through Surprise Tempo is Relative, NOT Fast, only Faster Tempo 20

12. 19 AsymmetricStrategy

13. 18

14. “fight the fight that fits one’s weapons, and make [asymmetric] weapons to fit the fight” Unrestricted Warfare Qiao Liang & WangXiangsui 17

15. “there are no rules, nothing is forbidden.” Unrestricted Warfare Qiao Liang & WangXiangsui 16

16. 12 MIG vs. theF-86

17. 15 Machines don't fight wars Terrain doesn't fight wars Humans fight wars You must get into the mind of humans That's where the battles are won Col. John (Jack) Boyd

18. Boyd’s Cycle Creation of Col. John Boyd USAF (Ret.) Just as Often Called the “OODA Loop” It is Descriptive, Rather than Prescriptive in Nature It is Dynamic and Repetitive! 11 Observation - Orientation - Decision - Action -

19. Boyd’s Cycle OBSERVATION Becoming Aware of the Physical Surroundings, Lighting Conditions, Weather, Terrain, the Adversary, Ourselves The First Step in Separating the Relevant from the Volume 10 Observation - Orientation - Decision - Action -

20. Boyd’s Cycle ORIENTATION Situation is too Chaotic and Fluid to Process Information as Fast as We Can Observe It Requires a “Freeze-Frame” Concept to Provide a Perspective Orientation Provides the Foundation for Understanding 9 Observation - Orientation - Decision - Action -

21. ORIENT O OODA OBSERVE CULTURAL TRADITIONS GENETIC HERITAGE ANALYSES AND SYNTHESIS NEW INFORMATION TRAINING and EXPERIENCE ORIENT 8 OBSERVE DECIDE ACT

22. Boyd’s Cycle DECISION Takes into Account All Factors Present at the time of our Orientation Conclusions are Drawn Based Upon our Understanding Decisions Must be Made to Influence the Outcome 7 Observation - Orientation - Decision - Action -

23. Boyd’s Cycle ACTION Actions Without Decisions are Reckless and Decisions without Actions are Pointless Implementation of the Decision Because Actions will Change the Situation, the Cycle Begins Again 6 Observation - Orientation - Decision - Action -

24. A Better Way to Think of OODA “Loop” Speed ImplicitGuidance& Control ImplicitGuidance& Control FeedForward 5 Observe Orient Decide Act UnfoldingCircumstances Observations Action(Test) OutsideInformation

25. Paradigm We observe it We understand it We react to it more quickly than the competition 14 • Fast Cycle Conventional • Claims Internally: enhance innovation, increase productivity, and improve quality. • Externally: better anticipate market trends, more quickly respond to competitors’ actions, enhance customer loyalty. • Leading to: increased market share and improved margins

26. Strategy a la Boyd A Modern Paradigm of Conflict If necessary, immediately frustrate opponents’ designs so that we may Use agility (rapid OODA speed) to: Confuse their decision processes Damage their morale Open up vulnerabilities Exploit vulnerabilities Continue with Step 2 until the enemy surrenders or is defeated. Probe and test adversary to unmask weakness Interweave menace, uncertainty, and mistrust Move along paths of least resistance Exploit differences, frictions and obsessions (within) the adversary Subvert, disorient, disrupt, overload, or seize adversary’s critical connections, centers, and activities . 13

27. ORIENT DECIDE GOAL 1 Speed up your cycle from a quickness perspective ACT OBSERVE 3 OODA LOOP

28. ORIENT DECIDE GOAL 2 Disrupt their process; getting inside their loop ACT OBSERVE 2 OODA LOOP

29. “Decision Cycle” OODA Loop 4

30. Questions?