Multi National ForceIraq

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Multi National Force-Iraq Knowledge Management
Division Knowledge Management in Action CAPT
(retired) Scot Miller United States Navy MNF-I
Knowledge Manager October 2004 March 2005
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Information age competition Characteristics of
the environment

• Fog and friction will always be present
• Solving for complexity requires
• Increased importance on collaboration and
  cooperation
• Increased need for higher transaction rates and
  high rates of learning

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Strategic Framework Meeting the Challenges of
the New Competitive Landscape
Connectedness
Means
Competency
Security Defense All Else
Globalization III
Globalization II
Ends
Relevancy
Containment
Security Defense
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Command and Control Spectrum Power per individual

• Conscripts
• Drafted
• Minimal training
• Security clearances- are you kidding?
• Initiative Punished!
• Risk takers Dead

• Knowledge enabled
• Volunteers
• Extensive training
• Many Clearances
• InitiativeExpected
• Risk takers-Promoted

Increasing power
Where do you want our forces to be?
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Maximizing Performance in a Network Centric
Environment

• Know the enemy/culture/ counterparts/business
  environment
• Shared situational awareness
• Iteratively and collaboratively create
  Commanders intent
• Decentralized execution
• Self synchronization

Derived from VADM Cebrowski and CAPT (now RADM
Martoglio)
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MNF-I Focus Areas

• Security
• Economic Development
• Governance
• Communicating-drive a wedge between the Iraqi
  population and the anti Iraqi forces

Our job is not to win this war but rather to
help the Iraqis win this war.
- General George Casey, February 2005
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Assessment Influencers

• KM Basics
• Capture
• Create
• Organize
• Share

• NCW Tenets
• Know the enemy
• Share awareness
• Iteratively create
• CDRs intent

• KM Solution Components
• People
• Organization
• Process
• Technology

Assess Prioritize

• Solution Strategies
• Low hanging fruit with value
• Precursors for long term success
• Large scale projects

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Change Management Plan that address the four
principles of KM

• People
• Organization
• Culture
• Process

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So what was our function at MNF-I?
Tactical- where we interact with our customers
Relative importance
Strategic-long term thinking ahead
Relative knowledge experience
Conundrum-how to flow experience at MNF-I to
those who interface daily with our customers?
Drawing derived from High Performance
Organizations concepts
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Starting Point
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MNF-I Staff Reorganization- 2004
COMMNF-IZ GEN Casey
MNC-I LTG Metz
ISG BrigGen McMenamin
MNSTC-I LTG Petraeus
GRD BG Bostick
TF 6-26
JCC BG Seay
CIG COL Fowler
CSM CSM Mellinger

DCG LTG Kiszely
DCG Detainee Ops MG Miller
COS MajGen Weber
TF 134
DCS SUSTAIN MG Minetti
DCS INTEL BG DeFreitas
DCS CIS RADM Brown
STRATCOM Brig Gen Lessel
DCS STRAT OPNS MG Molan
DCS SPA Maj Gen Sargeant
DCS PME MG Stratman
IRMO AMB Taylor
MIN COORD LTC Milne GBR
ECON EFF COL Setliff
POLICY DEV/INT COL Wenger
PERS COL Bartholomew
SURGEON COL Hack
HQ CMDT LTC Lacey
LOG COL Pasco
CHAPLAIN COL Miller
DEP STRAT PLANS BG Smith
SOC COL PALMER
CMO BG Hashem
COALITION BG DePascale
JASG COL Barlow
RM LTC Hillison
SJA COL Charvat
PAO COL Phillips
SCJS COL Littel
IG COL Mitchell
JVB LTC Dittamo
PROTOCOL Lt Col Camero

Key Green Victory South Blue International
Zone Grey MSCs
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Low Hanging Fruit

• White pages
• Yellow pages
• Organization chart
• Indoc briefs
• IA briefs
• Turnover
• Collaborative tools (InfoWorkSpace)

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Precursors for Success

• Policies
• Data and Information Policy and Strategy
• Bandwidth usage
• Open standards
• Info management
• C4I policies
• KM Strategy

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KM Division Focus of Effort
Oct Nov Dec Jan
Feb Mar Apr
Intel, CACE, Effects, CIS, Future ops, SPA, SOC,
sustainment, etc
MNF-I
MNC-I, MNSTC-I, PCO, IRMO, etc

• First effort
• Assess
• Build awareness
• Fix immediate
• KM gaps

Major Subordinate Commands
UNAMI, NATO, MoI, MoD, MoC
Key external organizations
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MNF-I KM Contributions

• An approach to applying NCO/W
• Understanding the effect of high turnover (130
  annually)
• Indoc is not a boring word
• Once again proving that KM in a mature
  organization is difficult, but in a new
  organization nearly impossible
• The role of defining and understanding the social
  networks
• Understanding the core elements of NCW drives
  the KM approach

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Its been a years now what?
three

• Turnover remains high-keep it simple
• Preparation of knowing the enemy remains
  problematic
• Sharing situational awareness for economic
  reconstruction, governance,and communicating
  still a challenge
• Open standards good but hard to implement
• Rotational units versus individual augmentees
• Change management must accompany KM

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Its been a years now what?
three

• Understanding of security has matured
• Related not to just safety, but food, power, etc
• Sharing situational awareness for economic
  reconstruction, governance,and communicating
  still a challenge
• 1 to 40 rule of thumb validated by surge
• Social networking works

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Conclusions

• KM is an integral component of NC(O)W
• Applying KM from an NCW perspective helped at
  MNF-I
• Considerable work remains especially across
  agencies, governments, and coalition partners
• I suspect that social networking is another
  unknown but critical component of NCW

High turnover remains biggest factor
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General recommendations

• OSD fund KM efforts
• NCW is a culture an expectation. Educate and
  train our juniors I suspect then they will lead
  the way
• Social networking is the next buzz word.
  Recommend studying it from a DOD perspective
  does it deliver real insight, or another
  repackaged business one hit wonder?
• The new global framework seems way different. Do
  we need to rethink how we build our military
  forces?

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Questions??