By Robert S. Kaplan, David P. Norton
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Extra resources for Balanced Scorecard Report - The Strategy Execution Source - Volume 11 Number 6 - Nov-Dec 2009
There was no indication that the two corps actually conducted any significant maneuver or field training exercise during this period. M. Woods This kind of bureaucratic “eloquence” extended to every level of military organization. Some documents show that flowery language replaced actual orders to units. One example is a March 9, 2003 instruction marked as a movement order from the Al-Hussein brigade to one of its combat groups: The Third Group, al-Quds Army . . and other formations attached to it are fighting valiantly, placing their trust in God Almighty, until the end that He proscribes, which God willing will be the enemy’s defeat and his withdrawal, and a victory for us that will please our friends and grieve our enemies .
Much planning and rehearsal time and resources were nevertheless expended on developing plans for this remote possibility. The option of simultaneous attack for a rapid decisive effective regime collapse was, again, reflective of both a political desire for an immediate addressing of the grave and growing threat posed by the Hussein regime as well as an American tradition for quick (and if possible, costless) decisive victories in its war-fights and interventions. Three iterations of planning took place, each reflecting of different sets of operational conditions, but all were influenced by the political intent for a quicker than later resolution of the Hussein problem.
Army in Operation Iraqi Freedom, p. 45. 16 The “Northern Line of Operation” box describes the attack options that were under consideration and war gaming back in 2002 – plans for the opening of a second front, in the north, facilitated by the opening of a line of operation and deployment through Turkey. /Coalition forces land bases and transit authorities through Turkey. America’s anabasis 21 17 Ibid. html. org. S. Army in Operation Iraqi Freedom, p. 46. 20 Methodical battle tends to utilize rigidly centralized command structures that require little or no creativity or initiative from lower-level leadership (also called “top-down” or “command push” tactics).