1. Transforming The Workforce Through Logistics Leadership Philbhert Suresh Consultant Logistics and Supply Chain Management UAE Armed Forces – Logistics Seminar June 7-11, 2003 / 7-11, Rabial II, 1424

2. “ Machines Don’t Fight Wars, People Do, and They Use Their Minds!” Col. John Boyd US Army

6. You aren't a leader. You don't have to be responsible. You don't have to make decisions.

7. 21 st Century Leadership The 21st century army or business organization success depends not only at the top of the hierarchy, with a capital L , but also in more modest sense ( l ) throughout the enterprise.

11. Transformational Leadership TL is systematic, consisting of purposeful and organized search for changes, systematic analysis and the capacity to move resources from areas of lesser to greater productivity.

13. Transformational Leaders of Today & Yesterday HH Zayed bin Sultan Al Nahayan Winston Churchill Mahatma Gandhi Ernst Rommel – the Desert Fox Napoleon Bonaparte Lee Iacocca, Chyrsler Ross Perot, EDS Ted Turner, Turner Broadcasting System ( CNN) Roberto Goizueta, Coca Cola Roger Smith, General Motors All these transformational leaders shared 4 common traits: Charisma + Inspiration+ Intellectual Stimulation and Individual Consideration

16. Abraham Zaleznik. Management Scientist in Harvard Business Review 1977 Leaders are individuals who create new approaches and imagine new areas to explore; they relate to people in more intuitive and empathetic ways. Seek risk where opportunity and reward are high, and project ideas into images to excite people Who Are Leaders?

29. Attritional Doctrine - claims - requires numbers all units and technology are high in its linear approach quality - assumes across the board frontal assault - achieves homogeneity - requires time to buildup and train-up - a surge of replacements occurs on verge of conflict, ensuring “statistical” readiness Maneuver Non-linear Doctrine - relies on agility and tempo, not mass focuses on quality and best units - allows units along the thrust line to be of high quality - Thrust lines/Preemptive Doctrine -as less quality units are prepared and arrive allows them to align along flanks Mismatch Between Current System (II) and Future Warfare “ Tangible and Intangible Mismatch” Causes : “ The most significant problems in adapting unit replacement to war conditions involve the overall force structure of the Army rather than the mechanics of providing replacements.” Robert Goldich, The U.S. Army’s New Manning System

30. From an Attritional To Maneuver Warfare The current light/heavy force of nine separate Army commands, regional armies, four corps, ten divisions, thirty-three maneuver brigades, controlling over 90 maneuver and 60 artillery/rocket battalions All units, and headquarters are in a state of turbulence by a constant in and out flow of personnel. Readiness is measured by numerical -- 90 percent -- while the unit turnover rate varies from 33- 50 percent (100 percent for Korea) a year Three Corps Groups controlling twenty-four brigade maneuver groups with battalions rotating from regimental depots to brigades; National Guard composes next echelon of forces 50 percent of all battalions are in a “ready-now” status, while the remaining 50 percent of battalions are preparing for, or drawing down from service with a brigade; readiness is measured by collective training results What is done, is the overhead is transferred from numerous head- quarters and enables the current force structure of battalions to increase in order to rotate units Convert to a Maneuver Warfare From a Mobilization Structure The Answer to the Mismatch Between Current System and Future Warfare Attritional approach : “ divisions that are maintained on the front indefinitely requires a constant flow of individual replacements.” Robert Goldich New Manning System

31. It is a Way of Thinking That Focuses on the Enemy . A Common Outlook for Speeding Up & Harmonizing the Differing Tempos & Rhythms of the Observation - Orientation - Decision - Action Cycles (OODA Loops) at Each Level of Organization, W/O Establishing Rigid Uniformity. The Culture Must be Redesigned to execute Maneuver Doctrine : First: A New Doctrine for Future Warfare Focuses The Personnel System Operations/doctrine must drive the personnel system-- not vice versa! Conflicts: short tours, statistical measures for readiness, IR units, large overhead, centralization zero-defects Critical to TRUST Main Effort Surfaces & Gaps Mission Tactics Commander’s Intent Fluidity & Harmony of Efforts Large Reserve Quick Decisions Multiple Thrusts Combined Arms Cmdrs Fwd Recon-Pull

32. - Thoughts are Revolutionary -Changes Evolve Parallel to One Another- “ Parallel Evolution ”-(COHORT/7ID) -Occurs Over a Period of Ten Years -You Do Not Want the Reforms to Harm the People 1999____2000_____2002_____2004______2006______2008______2010 Reform DOPMA Reduce Officer Corps Flatten Army Army Campaign Plan First Regimental System First Corps Group Regiments In place Remaining CGs in place Education Revolutionary Reforms, but Parallel Evolution The Timeline

37. The CG controls seven maneuver brigade HQs, one Rocket artillery Bde, and regimental HQ depots (M) AR CAV AV LT Abbreviations M-Mechanized Infantry AR-Armor AV-Aviation LT-Light Infantry FS-Fire Support. RDs-Regimental Depots CT-Corps Troops IR-Requires Individual Repl. BN-Battalion BDE-Brigade How does the Regimental System work? HQ FS RDs Total-84,000 36,000 serve in Bdes- BNs were calculated using 700 men; Bdes 36,000 in Regiments 4,000-5,000 Remaining 12,000 man Hqs/Support (IR) CT Regiments are the administrative centers rotating battalion and company parts BDEs are the fighting head- quarters Revolutionary Reforms, but Parallel Evolution (IX) The Corps Group (Maneuver-Heavy) CGs can consist of different BDE mixes. The CG displayed is mechanized heavy

38. A 3 cycle, 3 or 4-year system Phase I Unit is in Basic Trng Individual & Small unit training Phase I 6 mos or 1 yr 25% of all Bns are in this year Phase II 1 year 25% of all Bns are in this year Phase II, 1st year Collective Trng-goes to NTC Phase II 2nd or 3rd year 25% of all Bns are in this year Phase III Final 6mos- year 25% of all BNs are in this year Phase II, Collective Trng continues 2d trip to CTC All Leaders and Soldiers Cadre Phase III, Battalion cadre drawsdown &, turns-in equip., personnel perform recruiting, and post-support duties. Regimental Control Brigade Control Officers fall in from the beginning to the end Revolutionary Reforms, but Parallel Evolution (X) The Regimental System

40. Officers NCOs Solders Phase I-Reg.. Individual/Crew Training Assimilates new equip/technology that will use in Phase II Phase II-Joins Bde Platoon, Co/TM, TF trng-Multiple Combat Training Centers (CTCs) at two years these are the go to war first units. BDEs are composed of half 2 and half 3 year units Phase III-Rejoins Regt. Draws down-prepares to turnover equip. or turn-in old equipment/Perform Other Duties A cadre of personnel continues to drawdown as officers and NCOs go out and perform other duties for the Army, OG, or BDE Volunteers go on to assist the beginning of new BN Lieutenants get accessed in the regular force Outgoing personnel are retained for call-up by the regiment Revolutionary Reforms, but Parallel Evolution (XII) Build Officer Policies Around a Unit System The Problem with Previous Unit Systems : “ The bonding between led and leaders [vertical] was never achieved because of the concern to protect the career interests of officers. This eventually led to the ultimate failure of COHORT.” Dr. Faris Kirkland

53. This means not only in proportion to the total force but in rank structure as well: The Future Officer Corps Far less senior officers -Generals return to 1:10,000 - One Four Star Chief of Staff (Not incl. CinCs) - Three stars Commanding Corps Groups - Two stars as deputies, One-Star bde commanders - 50 percent of the field grade force is cut -Officers enter the professional force upon making captain Junior officers are strenuously selected prior to commissioning First : The Culture has to change the definition of success in the officer corps from one based on rank to one based on experience/competence at each grade within their given field. Revolutionary Reforms, but Parallel Evolution (V) Where to Flatten the Officer Corps “ Many commands exist, so a two or three star has a place to hang his hat!” 1988 Inspector General Report Then End Result 3-5% of force are Officers

57. Spend some time this week reflecting on your own personal vision - what you would like to accomplish in your life, what kind of legacy you would like to leave behind. Then ask yourself what you are doing today to make that happen. Transformational leadership is always an option, so begin the path today - in logistics and supply chain management Cubic Centimetre of Chance