Feral Jundi

Sunday, December 28, 2008

Tactical Thought Process: Tunnel Warfare, Cu Chi, and today’s Hamas

Filed under: Tactical Thought Process — Tags: , , , — Matt @ 2:25 PM

     50 kilometers of tunnels?  Boy, that is an interesting factor for the ground campaign for Israel.  Obviously Hamas has been studying tunnels and preparing the battlefield.  And like what this great little article talks about, Hamas has learned what they can from Hezbollah and their experiences and they are ready to go. 

   But back to tunnels.  When I think tunnels and warfare, I think of the Cu Chi tunnel complex used during the Vietnam War.  Sure there are other famous uses of tunnels in warfare, but the Vietnamese were pretty crafty in this department.  Hamas has used their tunnels to smuggle weapons into Gaza, to cross borders to infiltrate martyrdom teams, and set up rocket launching sites that are connected by tunnels for safe launching and easy escape.  Of course the launch sites would be set up in civilian areas, to maximize civilian casualties for the retaliatory attacks that would soon follow.

   Another use for these tunnels will be for urban warfare.  It is quite a thing to fight an enemy that knows how to effectively use tunnels.  If the things are deep enough, none of these air strikes will touch them.  Hamas can also plant IED’s via tunnels, so they can take out tanks and other vehicles.  I also imagine that much of their munitions are deep underground as well.  And like the Vietnamese, Hamas makes their own munitions as well.  If they have the ability to launch 200 rockets a day, that means they have a very accelerated and advanced manufacturing and smuggling operation going on.

    So what does this mean for the Israelis?  Time to break out the flashlights, pistols, and the camera robots, and get underground to clear these things.  That’s if they can find all of these tunnels.  It will take careful searches to find these things, and rear security could be an issue.  Perhaps ground penetrating radar will be used, and I am sure tunnels will be just one of the multitude of concerns that the Israelis will have for the ground invasion.  –Matt

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Cu Chi Tunnels 

Mai Chi Tho, a political commissar stationed in Cu Chi describes the region as a “springboard for attacking Saigon.” He goes on to say: “We used the area for infiltrating Saigon-intelligence agents, part cadres, sabotage teams. The Tet Offensive of 1968 was prepared and the necessary troops and supplies assembled in the Cu Chi tunnels.” By 1965, there were over 200 kilometers of connected tunnel. 

Analysis: The Hamas army

Dec. 27, 2008

Yaakov Katz , THE JERUSALEM POST

Hamas, once known for its suicide attacks inside Israeli cities, is no longer a small-time terrorist group, but a large guerrilla army that has well-trained forces deployed throughout the entire Gaza Strip.

Were the IDF to embark on a ground operation in Gaza, it would face an army of close to 20,000 armed men, among them at least 15,000 Hamas operatives. The rest are from Islamic Jihad, the Popular Front for the Liberation of Palestine and the Popular Resistance Committees.

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Wednesday, December 10, 2008

Books: Marketing Warfare, by Al Ries and Jack Trout

Filed under: Books,Tactical Thought Process — Tags: , , , — Matt @ 3:26 PM

    It is always interesting to read about how the concepts of war fighting are used in other areas of industry, not related to war.  This book was a quick read, and certainly worthy of your time.  These guys break down Clausewitz and Sun Tzu, and apply them to marketing.  This book is an excellent primer on basic military strategy, as well as opening up the fascinating and war-like world of marketing.

   I really liked reading about the burger wars, in which McDonalds competes with Burger King and others on the battlefield of the cut throat fast food industry.  Every move of these companies were compared to basic military strategy, and it is a blow by blow account of where they did well and where they screwed up in these battles.  The book is an After Action Review of these marketing battles. Other companies mentioned were IBM, Fedex, and Coke to name a few.  And because this book was written 20 years ago, this current edition has been updated with mentions of the current war and recent marketing battles.

   But the real reason I liked this book, is that I read it from a Counter-insurgency point of view, and how these marketing principles could help win over the local populations in places like Afghanistan and Iraq.  This is nothing new, and I know the war machine out there has been calling up some of these marketing gurus for ideas, but it is still fascinating to learn about the concepts.  And for the ground level commander, they could easily use these concepts of marketing to sell their ideas to the local population.  Hell, most of us already have the mindset of what good marketing strategy is, based off of our military backgrounds.

   Which brings up the concept of the ‘Anbar Awakening’ or ‘Awakening Councils’.  To look at this from a marketing point of view is very interesting.  Once this tactic was identified as successful in Iraq, it was rolled up into a overall marketing strategy of the war effort. Tactics drive Strategy.   And I say marketing strategy, because we had to sell this tactic to the Iraqis, to the American public, to congress and to the world as the new thing that will work.  Interesting stuff and I recommend the book. –Head Jundi 

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Marketing Warfare

 

Review

The authors have tricked up this pedestrian book on how companies outmaneuver their competition by modeling it on von Clausewitz’s 1832 treatise On War. Forget customer surveys and what customers think they want: go after your competition as though you are conducting a military campaign. Use defensive warfare if you are on the “high terrain,” i.e., the industry leader, where often “the best defensive strategy is to attack youself.’ What does this mean? Translated, like IBM, you periodically come out with product improvements that make your old line obsolete. Second-and third-ranking companies should use offensive warfare. Here, set your sights on the industry leader and mass all your resources to attack at the weakest point. Avis, for instance, went after Hertz by emphasizing that it provided better service. They once had the slogan: “Rent from Avis. The line at our counter is shorter.” Companies in the middle should use “flanking warfare.” This may mean creating entirely new products: minicomputers or “Lite” beer, for example.

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Saturday, November 29, 2008

Tactical Thought Process: Where Was the Incident Command in Mumbai?

Filed under: Tactical Thought Process — Tags: , , , — Matt @ 12:32 PM

   So I am watching video and reading all of these reports coming out of Mumbai, and I have just been cringing. I mourn the deaths of hostages, and my heart goes out to the families. But there is a part of me that watched this attack from a tactical command point of view, and it pissed me off.  Could the death toll have been minimized if in fact the Indian response was coordinated and well managed under one management system?  I think so.

   Incident Command System or ICS is the most important element of the response to any incident or attack.  And this management system, if applied correctly, could have saved lives.  It is a system that would have helped to organize and call up resources quickly, and help to control and end the attack quickly.  ICS is a system used to bring order to chaos, and if the Indian government would have trained on this aspect of command, then they could have dealt with this in a much more efficient manner. 

    As for some thoughts on what was missing from the response, where do I start?  For one, if all of the police and military were briefed on ICS and how it works, then that would be a great start.  From there, the police(who are the first responders), would act as the Incident Commander for their particular scene, and request more resources.  That request should be in the form of how do we expand the ICS, because this attack is spreading all over the city.  I would also ask all resources to make communications with the Incident Commander, and establish the on scene chain of command.  But really, the first order of business is make your assessments of the situation, and order resources. And if that initial Incident Commander of the scene is not qualified for larger incidents, then he orders up a more qualified Incident Commander through dispatch.  Until then, that individual is in command, because there is no one else.

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Monday, November 17, 2008

Weapons Stuff: Tactical Life

Filed under: Tactical Thought Process,Weapons,Weapons Stuff — Tags: , , — Matt @ 12:08 PM

 

     Check this out.  Tactical Life is an incredibly comprehensive website dedicated to  weapons.  In other words, this is some serious ‘Gun Porn’.  LOL The one section I really liked was the calender of events.  They post the various training dates for training classes of most of the tactical schools out there.  Although I don’t think the classes list is entirely comprehensive, it is a good start if you are researching available schools to attend. You can also sign up for their newsletter.  –Head Jundi

Website Here

Sunday, September 21, 2008

Tactical Thought Process: ‘A Message to Garcia’ and Accomplishing the Mission

Filed under: History,Tactical Thought Process — Tags: , , , , , — Matt @ 11:10 AM

     I want to thank Scott for sending me this.  I was never aware of this story, even though I was in the Marines and an NCO.  So this was a treat to get this in the mail the other day and read it.  In summary, it is a celebration of the man with the resolve to accomplish the mission–the soldier or grunt with the ‘can do’ attitude. 

     The other thing I want to mention is that good healthy dissent within a group is important in order for organizations to evolve and learn and be successful.  So I do not agree with companies using this type of story as a means to shut up their employees or something like that.  

     If anything, this story is about giving your people a mission and the freedom to accomplish that mission anyway they can.  Rowan was not told the how, he was just told to do, and he did.  

     This story is a celebration of accomplishing the mission, and doing what it takes to get it done.  It is also a celebration of the soldier or grunt who presses forward through thick and thin, using ingenuity and resolve to finish the job.  And like what was mentioned before in Boykin’s book called ‘Never Surrender’–resolve is a highly desired trait in a special forces soldier. Good stuff. –Head Jundi

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Rowan

The American officer that Hubbard referred to was Andrew Summers Rowan, a West Point graduate of 1881. 

1899

A Message to Garcia

By Elbert Hubbard

 

In all this Cuban business there is one man stands out on the horizon of my memory like Mars at perihelion. When war broke out between Spain & the United States, it was very necessary to communicate quickly with the leader of the Insurgents. Garcia was somewhere in the mountain vastness of Cuba- no one knew where. No mail nor telegraph message could reach him. The President must secure his cooperation, and quickly.

What to do!

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