CL:CUI
Special Operations (SO) are “Operations conducted in hostile, denied, or politically sensitive environments to achieve military, diplomatic, informational, and/or economic objectives employing military capabilities for which there is no broad conventional force requirement. These operations often require covert, clandestine, or low-visibility capabilities. Special operations are applicable across the range of military operations. They can be conducted independently or in conjunction with operations of conventional forces or other government agencies and may include operation through, with, or by indigenous or surrogate forces. Special operations differ from conventional operations in degree of physical and political risk, operational techniques, mode of employment, independence from friendly support, and dependence on detailed operational intelligence and indigenous assets.” - JP 1–02, DOD Dictionary of Military and Associated Terms
Intel of Note
SOF Truths & Imperatives
While Special Operations is a primarily military term, the principles & tenets employed by Special Operations Forces (SOF) can be applied to a wide range of scenarios & organizations.
What are the SOF truths?
The SOF Truths are a set of principles that guide Special Operations units on how to conduct their day-to-day activities as well as their long-term planning:
Humans are more important than hardware
The most valuable asset to any organization is not their ability to acquire the latest technology or the number of 0s present in the company’s bank account, it’s their team & the humans that make that team. Without those humans, the organization would likely fail. However, these humans must be carefully selected, trained & cultivated. The culture of an organization plays a large role in the effectiveness of this principle. Intense training & culture cannot compensate for the wrong human. People are like puzzle pieces, some just don’t fit & no amount of force is going to change that.
Quality is better than quantity
It is better to have a close-knit small team of highly trained individuals that produce quality results than it is to have a large, loosely jointed team that is average at best.
Special Operations Forces cannot be Mass Produced
By design, SOF is comprised of small, highly connected units. Translating this to the business world, you cannot designate your whole organization a “Special Operations Team.” (Exceptions can be made if your whole organization consists of, let‘s say, 7 people)
Consider treating the various teams within your organization as individual units by applying the truths & imperatives to them individually. Try this on a small scale by designating a team within your organization as the “Skunk Works” & task them with projects relating to the continuous improvement of the organization.
Competent Special Operations Forces cannot be created after emergencies
The time to build your specialized team is before they are needed not after. If your organization is struggling to innovate & improve itself the time to hire/develop a team to address those issues was last week not when your back is up against the wall due to some unforeseen incident. This also highlights the need for a certain level of strategic planning & intelligence to prepare for the unexpected as much as possible. This brings us to the final truth.
Most Special Operations require non-SOF assistance
Let’s say you work at a small firm with no more than 10 people. This firm has been in business for a long time & has a large monopoly on its area. The untrained eye may observe this organization & think that it on its own is a powerhouse that requires very little outside assistance. This could not be farther from the truth. That company has a large & varied network of suppliers, vendors & other strategic partners that it relies on to operate efficiently in order to achieve its ultimate mission. Satisfying the customer. The loss of one of those partnerships can have drastic effects on that business’ dominance in the market.
The Toyota Way principle 11 implies that it is extremely important to treat those strategic partners as extensions of your organization. Challenge them to improve & assist them in that endeavor. What have you learned & applied in your own business that could help them?
What are the SOF Imperatives?
If the SOF Truths are strategic guidelines then the SOF Imperatives are the tactical operational tenets:
Understand the Operational Environment
Having a deep understanding of where you or the organization is conducting operations is crucial. This is fundamental to being properly prepared.
Recognize the Political Implications
Each action that is undertaken will have implications some small, some large. Consider the effects of your actions, both in the short-term & the long-term.
Facilitate interagency Activities
Going back to the truth of Most Special Operations require non-SOF assistance, utilize the assistance present within your immediate network.
Engage the threat discriminately
You can work effectively and efficiently without exposing yourself. Some of the most important work can be carried out without alerting your opponents to what you are doing.
Strategic wins do not always need to be broadcasted. Acknowledge them but do not boast.
Consider the Long-Term effects
What will the effects of your actions be in 5-10 years?
Ensure the legitimacy & credibility of Special Operations
SOF is a threat deterrent, their reputation precedes them. Aim to do the same.
Anticipate & control psychological effects
The psychological effects of your actions are the most dangerous but also the most useful. These effects can have far-reaching consequences that may not arise until least expected. Proper control and mitigation is vital.
Apply capabilities indirectly**
Sometimes a direct approach is needed. However, because SO primarily require covert, clandestine, or low-visibility capabilities due to most SO being conducted in sensitive areas (such as a workplace) with far-reaching consequences across multiple spectrums, indirect approaches are preferred.
The ability to be effective without being overt is extremely valuable. Sometimes being felt, feared or respected is more effective than being seen or heard
Develop multiple options
Two is One & One is None
**Provide sufficient intelligence**
Intelligence drives Operations
An adequate level of information is needed to properly plan any course of action.
Balance security & synchronization
Security and synchronicity are essential to any operation & require effective and efficient management.
Considerations
Which SOF Truth/Imperative does your organization need most right now?
Which SOF Truth/Imperative do you need most right now?
Employing these truths & imperatives requires a culture that values skill(s) & knowledge.
As with many things building a team of highly capable & disciplined individuals (or turning yourself into one) takes a significant amount of time. However, the benefits usually outweigh the costs. Having a team that is prepared to respond at a moment’s notice (much like FEST can) and once respond can adapt quickly to the ever-changing entity that is your area of operations & your operational environment is invaluable.
https://quartermaster.substack.com/p/the-quartermaster-thursday-6-june?s=r
https://www.nathanmagnuson.com/the-5-sof-truths-of-leadership/