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<td bgcolor="#006699" height="18" colspan="12"><div align="center" class="style285" style="font-weight: bold; color: #FFFFFF">Admiral Luciano Zappata</div></td>
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<!--<td width="125" height="300" valign="top"><p><img src="images/gallois-april2.jpg" style="padding-bottom:5px;" width="125" height="159" alt="Louis Gallois" align="top"><br /><em>Louis Gallois,<br />Chief Executive Officer, EADS</em></p>
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<p align="center" class="style33"><img src="http://www.csdr.org/2009book/2009images/zappata.jpg" alt="Admiral Luciano Zappata" height="161" align="top"/></p>
<p align="center" class="style33">Admiral Luciano Zappata<br>
Deputy Supreme Allied Commander Transformation</p>
<p align="center" class="style33">An Allied Command Transformation Perspective on the Situation In Afghanistan and Pakistan</p>
<p>Let me start by saying that I will talk about the situation in Afghanistan and Pakistan from my perspective as Deputy SACT. Allied Command Transformation is responsible for leading military transformation in NATO and it is from this angle that I will try to provide my view of the open issues and what we can do to address them. </p>
<p align="center" class="style33">THE STRATEGIC CONTEXT IN AFGHANISTAN AND PAKISTAN</p>
<p> We all know the situation and the strategic context in which we operate. NATO’s mission in Afghanistan is of utmost importance. Allies and partners are contributing not only from the military standpoint, but also in support of economic and political development of the country. The Alliance is committed to the creation of a stable Afghanistan and fostering peaceful reconstruction and development. It is working to achieve this strategic objective. With respect to Pakistan, the military-to-military cooperation is growing and is a key element of our relations, not just for its importance with regards to the situation in Afghanistan. The invitation of Pakistani officers to the NATO Defence College and NATO School activities is also a very positive signal in the right direction. In fact, in the near future, further opportunities for cooperation related to training requirements for the military will be discussed with Pakistan.</p>
<p align="center" class="style33">ACHIEVING THE RIGHT BALANCE BETWEEN REACTION AND ANTICIPATION</p>
<p> My view is that the new NATO Strategic Concept should include some of the principles and lessons learned that have been derived from the experience gained in the field. From a transformational perspective, we know that the security environment is evolving very quickly. We can face the consequent challenges with two different approaches that are not exclusive, but rather complementary to each other.</p>
<p> The “reaction” process. The first approach is about “reacting” to external inputs. Much of the progress made towards military transformation has been driven by operations conducted over the past years and still ongoing. During this period we have learned a lot from our mistakes, but these crucial lessons learned have not always been properly implemented. It is vital that the lessons learned process helps to deliver the best advice to nations and forces in a flexible and expeditious manner. In addition, training has to be tailored to operational needs and adapted quickly to incorporate emerging requirements coming from the field. </p>
<p> The importance of “anticipation.” The second approach is about “anticipation,” or, in other words, working to transform ourselves in order to be ready for the next crisis. A lot can be done from the capability perspective through innovation and experimentation. In this regard, Modeling and Simulation (M&S) is a powerful tool, especially from the conceptual standpoint. Studies like the Multiple Futures Project that ACT completed last year can help us develop the strategic assessment needed to derive the security and military implications.</p>
<p> In the current operational environment the process of adaptation and reaction has prevailed, but let me stress that we need to find a proper balance between the ability to react in the field and to anticipate challenges in the long term. This trade-off is fundamental. Focusing exclusively on the short-term can leave the initiative to the enemy, who can exploit our weaknesses and expose us to surprises. At the same time, relying only on a long term focus would not be enough. Anticipation is not an easy task as the future is rather unpredictable. Developing capabilities, establishing policies and doctrines and setting up training and education processes requires a very long time. It may happen that the right instrument is not available when you need it. This is why the two processes of reaction and anticipation, which are both at the heart of transformation, have to coexist and be balanced. </p>
<p align="center" class="style33">WHAT ARE THE CAPABILITIES THAT NATO MUST DEVELOP?</p>
<p> There are a number of challenges that we need to face in this regard. In particular, there is a requirement for the Alliance to have the ability to:</p>
<p> (a) deploy forces tailored to specific and sustained operations at a distance <br>
(b) be effective in our strategic communications<br>
(c) work under unified chains of command<br>
(d) create a comprehensive civil-military approach that enables the local authorities to win their populations’ hearts<br>
(e) further develop the relationships with partner and non-partner nations<br>
(f) improve interoperability among coalition forces that are so different in number, equipment, training, culture and language<br>
(g) improve the capability development, fielding in a timely way the capabilities needed by warfighters, which is often “now” <br>
(h) Increase the interaction with the international organizations, such as the UN and others.<br>
<br>
At ACT we are working on these aspects in order to contribute to the NATO and partners efforts. </p>
<p align="center" class="style33">THE COLLABORATION WITH INDUSTRY</p>
<p> Our efforts have privileged the relationship with the nations, who develop the capabilities and provide the forces, and industry, a key player and partner in both aspects of transformation that I discussed earlier.</p>
<p> I will describe with two examples how the relationship and the collaboration with industry is important. In order to contribute to stabilization and reconstruction efforts, a comprehensive approach that allows a coordinated effort between military and civil instruments is important, especially in the planning and conduct of operations. For instance, we can contribute to the process of outsourcing requirements to industry or improving interoperability. In this regard, the initiative of building a network of Battle Labs (from governmental facilities or industry) can help de-risk solutions accelerating the fielding of the right capabilities. This is an excellent model where industry and military actors work together to improve interoperability within an agreed collaborative framework.</p>
<p> Again in this area, another interesting initiative is the Civil-Military Fusion Centre (CFC), mentioned by Tim Bloechl from Microsoft, an organization focused on improving civil-military interaction, facilitating information sharing and enhancing situational awareness through a web portal, the Civil-Military Overview. The products are generated from fused information from governmental organizations, NGOs, international organizations, academic institutions, media sources and military organizations. In the future, we aim at transforming the CFC into a consortium of civil-military organizations open to various potential partners.</p>
<p align="center" class="style33">ACT’s OTHER AREAS OF CONTRIBUTION</p>
<p> Moving now to other areas of work, through our Joint Analysis Lessons Learned Center we are supporting ISAF and Ambassador Sedwill, NATO’s Senior Civilian Representative in Afghanistan, by producing a Lessons Learned report. This will focus on the adequacy of existing planning frameworks, integration of civilian expertise, and modalities of NATO interaction with other actors. We are working on ISAF Command and Control arrangements as well.</p>
<p> ACT also provides support in the areas of pre-deployment training, experimentation, policy, capability development, logistics and lessons learned. <br>
In addition, we contribute to the efforts to establish the Afghan Mission Network aimed at improving the effective communication across Afghanistan and sharing theatre related information and intelligence. This will significantly improve interoperability and situational awareness.</p>
<p> Following the Defense Ministers’ informal meeting in Bratislava of October 2009, ACT has been leading the efforts to develop a counter-IED Action Plan and established a Capability Monitor. We are also leading the Counter-IED (C-IED) Task Force and focusing on policy and training standards. </p>
<p> With regard to the NATO Training Mission in Afghanistan (NTM-A), although ACT has no responsibility, we contribute with our personnel and are ready to do more if required.<br>
Finally, in the area of education and training, ACT through the Joint Warfare Centre (JWC) and the Joint Force Training Centre (JFTC) provide pre-deployment training to Key Leaders, ISAF HQ and Joint Command, Regional Commands, Operational Mentor and Liaison Teams, PRTs, and Police Operational Mentor and Liaison Teams. We work also within the Counter Insurgency (COIN) Task Force to provide doctrine, training standards and capabilities and training support to the Afghan National Security Forces.<br>
I have concluded my short introduction and I looking forward to the upcoming discussions.<br>
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