DVIDS – News – USACAPOC (A) and MDO interoperability at JWA

At an annual force modernization and multi-domain operations (MDO) event, leaders of the U.S. Army’s Civil Affairs and Psychological Operations (Airborne) Command met with other leaders of the United States and several allied countries, to discuss joint warfare. Assessment (JWA) 21, which began June 14 in Hawaii, Colorado and Washington.

Planned and executed by the Joint Modernization Command, JWA is designed to test the innovation and interoperability of development concepts, technologies and capabilities used by senior leaders and soldiers, and to gather feedback for future development.

The leaders of USACAPOC (A), already knowledgeable on the topic of multi-domain capabilities, found JWA an important platform for increasing the development of expertise and cooperation.

“JWA is a learning campaign,” said Col. Straus Scantlin, director of the Strategic Initiatives Group, USACAPOC (A). “He will lead USACAPOC (A) and USAR on the path of innovation, innovation, with partners inside and outside the US military, will experience moments of failure that will provide invaluable experiences to inform future capacity development throughout this learning campaign. These invaluable lessons will help us refocus efforts and will be part of the assessment to build a training and doctrine process designed to enhance the success of future structure development, training and to build the increased capacity needed to enable the U.S. military and our partners to compete successfully and win in conflict. ”

Brig. Gen. Jeffrey C. Coggin, commanding general of USACAPOC (A), described the excelling opportunities for the USACAPOC (A) soldiers under his command with participation in exercises in support of the JWA.

“USACAPOC (A) has provided vital capabilities involved in JWA and one of the important perspectives that emerges from our experience this time around is to lay the groundwork to participate next year and expand our capabilities into an effective modernized, interoperable build. and effective under new operational concepts such as Dominant Convergence, ”Coggin explained.

“As we move forward and increase our JWA presence and engagement, we see this as an opportunity to exercise and test USACAPOC’s Operation Dominant Convergence (A). Simply put, an opportunity to employ our CA [civil affairs], OpPsy [Psychological Operations], I / O [Information Operations], MI [Military Intelligence] and our other capabilities within USACAPOC (A), working together to provide support to the units and commands involved in the joint combatant assessment, ”he concluded.

With the goal of the JWA scenario as that of challenging a close adversary in INDOPACOM’s area of ​​responsibility, USACAPOC (A) was a natural fit for support even as the role expanded from previous iterations of the JWA.

“JWA will probably ultimately shape everything we do within USACAPOC (A) as multi-domain operations are refined and we determine our role within them,” said Lt. Col. Daniel Schmidt, G35, USACAPOC (A) and chief of exercise JWA. planner for USACAPOC (A). “USACAPOC (A) has the ability to use JWA as a training venue for higher echelons in the brigade, a change of scale from our support in the past,” Schmidt continued. “Typically, we support brigades and below in the various combat training centers, but not exercises focused on the division, corps or theater echelons. “

“This year, USACAPOC (A) made an enhancement to the organizational concept of the Cyber ​​Center of Excellence’s Theatrical Information Advantage Element (TIAE),” Schmidt said. “The idea behind TIAE is to converge theater-aligned information-related capabilities in the operational environment to support decision-making, protect friendly information and affect the perceptions, attitudes and behaviors of relevant actors in order to to obtain and maintain an informational advantage. “

USACAPOC (A) provided the 351st Civil Affairs Command’s civil affairs capability and 7th Psychological Operations Group psychological operations support to support the TIAE and its subordinate formations at the corps and division levels.

By focusing on operations in the information environment, Schmidt was able to use JWA as part of the experimental evaluation to effectively maneuver his formations and target support capabilities to maximize the advantage to the commander at the floor during exercise.

“The takeaway from JWA is that it is difficult to gain and maintain an information advantage with current authorities and technology,” Schmidt said. “As JWA is an exercise in experimentation, it is the ideal place to test and evaluate the concept of Dominant Convergence Team. We are able to organize the tasks of our formations to provide a combined capability to the task force as required. “

JWA was also the ideal proving ground for the commanding general of USACAPOC (A) as he tested his direction and command ideology to meet the force’s future needs.

“One of my priorities is to change the organizational culture at USACAPOC (A) so that we, as a command, look at ways to work together, to fight together and to break out of our silos, social and doctrinal limitations. traditional, ”Coggin said. . “These include our civil affairs, psychological operations and information operations communities and we need to understand the fact that when we work together in our organization and outside of our organization… we need to work together and we need to understand how our interoperable capabilities can enhance our effectiveness and relevance to the future needs of the Force.

This focus on destroying “pipes of excellence” to combine effect capabilities is in line with the vision of Major General Matthew McFarlane, Commanding General of 4th Infantry Division, who reminded JWA participants that “The US military will always fight like [a] combined force alongside allies and partners, it is therefore important that we continue to learn and improve our human, technical and procedural interoperability as a single entity.

According to Scantlin, the ability to gain information advantages is critical to the successful deployment of USACAPOC (A) capabilities. Relying on the theater-level detection and understanding of the people, information, knowledge and networks used by an adversary and a civilian population in a contested area will allow USACAPOC (A) to focus on supporting commanders of the Joint Task Force to achieve their objectives without resorting to traditional kinetic military capabilities.

“I think the biggest lesson learned for USACAPOC (A) is that relying on the same way of doing things that has been successful in the past will not be successful in the future,” Scantlin said. “As an organization, we need to break our silos of excellence and move forward by occasionally coming together in cross-functional teams to reorganize and train each other as a cross-functional team. Instead of each of us bringing our problem-specific skills as a cross-functional team as has happened in the past, we need to bring our skills to each other, becoming more than what we are now. Only as representatives of interoperable capabilities, transforming each other and developing new combined skills, can we change and improve. “

“We have a lot of great capacities and there is a lot of institutional knowledge at USACAPOC (A). I think it is important, in my position as an advocate for the USACAPOC (A), to ensure that the combatant commands and other DOD members know how we are developing our capabilities to meet the needs of the MDO and the future environment. operational, ”Coggin explained. “JWA as a platform offers multiple opportunities for USACAPOC (A) in that it gives us the opportunity to exercise our skills in a scenario, by converging our skills, and at the same time, it gives to the larger force of the army and to the joint force the opportunity to use those skills and capabilities in what they do.

With JWA exercises helping the military assess emerging concepts, integrate new technologies, and promote interoperability between the military, other services, and our multinational partners, this is exactly the environment needed to exit from traditional roles and collaborate.

“If a concept works, is successful and effective, we need to focus on it,” Coggin said. “If a concept doesn’t work, we have to adapt and learn from what has been ineffective or has failed. We don’t write doctrine, we don’t create an organization or a unitary structure. It’s all about abilities and, in turn, those abilities reinforce what the greatest force does. Those who write the doctrine, who create the structure, they will see it and take the next step.

Date taken: 08.04.2021
Date posted: 08.04.2021 17:32
Story ID: 402461
Place: FORT CARSON, CO, United States
Hometown: FORT BRAGG, North Carolina, United States

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