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- W197891466 abstract "The ultimate goal is simple: give battlefield commander access to all information needed to win war. And give it to him when he wants it and how he wants it. GENERAL COLIN L. POWELL (1) 1 Interoperability General Powell's ambitious vision statement, in July 1992, heralded new era for interoperability: an era of budget cuts, multinational services, and public clamor for congressional efficiency. At same time, specialized, regionally based conflicts took place of vast ocean and huge land-mass battlefields. Interoperability has many facets. Its definition encompasses two radios talking to each other, an Ocean Venture exercise, hardware and software matching, and cross-service training. It is equipment, procedures, doctrine, and training and the ability of people, organizations, and equipment to operate together effectively. (2) During Storm Desert Storm typified new era with its successful melding of many units from many services and many countries. But lack of interoperability caused enough tactical problems to give any seasoned observer pause. Communications for artillery fire support were particular problem because (radio) equipment lacked sufficient range or frequencies, according to one Marine General. Some platoon leaders could not talk on radio to squad leaders a mere 75 feet away, (3) said one Army battalion Commander. These problems were part of broader category including hardware and software systems, functions, and processes, all comprising an element of [C.sup.4]I system's interoperability, or compatibility of communications hardware, as formulated by Dr. Stuart Starr (see below). Policy decisions on role assignments were to blame for other interoperability breakdowns. The Gulf anti-air warfare ships, for example, could not exchange data directly with on-station E-3As (airborne warning and control systems) assigned to cover land-related portion of Kuwaiti theater. In contrast, Gulf-based ships received airborne early-warning data from shore-based Marine Corps tactical air operation and command centers. These circumstances hampered early detection and tracking efforts in that target-rich domain. (4) Admittedly, this illustration is more in domain of Command and Control wherein Commander assigns forces in accomplishment of mission. But whenever time is factor, interoperability is, too. In similar sense, problems of operating procedure were associated with Air Tasking Order (ATO). The Gulf ATO was an intricate, computerized, daily list of all air assets in Joint Task Force (JTF) environment (see Appendix A for facsimile). From ATO, strike mission planners could obtain information about numbers of missions, squadrons assigned, targets, restricted operating zones, low-level transit routes, drop/landing/extraction zones, and air refueling areas. It did not specify tactics or flight plans. During Desert Storm ATO was an unusually effective system yet not without imperfections. From one Naval officer's vantage point, while Air Force considers ATO the playbook for vastly successful Air Bowl ... We in surface Navy, from our more parochial perspective, remember it simply as 300-page, 'Personal For,' flash-precedence, randomly sorted message, rarely received before middle of day to which it applied. The sheer bulk of document implies that Air Force--whose own composers designed it--expected lot more people around who could make sense of it. The JFACC's (Joint Force Air Component Commander) six-pound Air Tasking Order had to be picked up in Riyadh at 0200, delivered to carrier, and transferred to surface ships (usually three to four hour mission). The people who published this tome probably never envisioned that couple of junior enlisted air controllers on three-week caffeine high in back of combat information center would have to flip through this six-pound chunk of fanfold paper on their knees to find whereabouts of tanker for their combat air patrol. …" @default.
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- W197891466 date "1993-07-01" @default.
- W197891466 modified "2023-09-23" @default.
- W197891466 title "Interoperability: A Desert Storm Case Study" @default.
- W197891466 doi "https://doi.org/10.21236/ada271674" @default.
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