- By Ali Shmayssani et Saher El-Annan (Revue Défense Nationale 2024/8 n° 873)
- Translate by Mohamed SAKHRI
In the 5th century BCE, the Greek philosopher Heraclitus declared that there is only one constant element in the world: eternal transformation. This notion of continuous change underscores the importance of examining the effectiveness of “agile” management, a model capable of transforming and optimizing military operations. Indeed, agile management, when applied to military operations, is based on flexibility, rapid adaptation, decentralized decision-making, and collaboration. With these principles, armed forces can respond more effectively to unexpected events, continuously improve their strategies, and enhance coordination among units, thus making operations more efficient and resilient in the face of rapid changes in tactical environments.
Karl E. Weick and Kathleen M. Sutcliffe (2007) mention in their work that military management must possess a dynamic capacity to demonstrate resilience and effectively adapt to any crisis. In this perspective, it is essential to examine how agile principles integrate with the values and objectives of military organizations to better understand their potential to strengthen operational efficiency and resilience. This reflection makes the research topic particularly relevant and strategic. This leads us to the following question: how can the implementation of agile management techniques transform the bureaucratic structures of military institutions in times of crisis?
This paper explores the effects of adopting agile management principles on productivity improvement in the military sector. More specifically, this research aims to analyze in-depth how the Lebanese Armed Forces (LAF) implemented strategies to effectively integrate agile management techniques during one of the most severe economic crises in the history of the land of cedars. The results presented are based on data collected during interviews conducted with high-level decision-makers in the LAF. In the following sections, we will first define the theoretical framework of our work. Next, we will present the case of the LAF. Initially, this army faced challenges related to a lack of resources, an unclear strategy, and a highly bureaucratic management style. In this difficult context, the LAF struggled to mitigate the effects of the crisis and budget cuts or to prevent the catastrophic consequences it faced. However, when everything seemed lost, a miracle occurred: the managerial genius of decision-makers emerged, and the situation changed.
Agility Versus Military Bureaucracy
This section aims to deepen the literature related to agile theory, its relevance, and its consequences on military institutions. The ability of any organization to adapt to changes in its environment can be significantly impacted by its management system. Management systems shape the behavior and attitudes of human resources while providing a framework for planning and directing operations (Ajemba, 2022).
Agile management and military bureaucracy represent two fundamentally opposing management systems: the former relies on flexibility and adaptability, while the latter is based on a rigid hierarchy and strictly codified procedures. While agile management prioritizes collaboration and responsiveness to changing situations, its application in the military domain has introduced new values, principles, and a commitment to a more flexible and innovative command-and-control style (Rigby et al., 2016). This transformation has radically changed military management, establishing a model more suited to contemporary challenges. Furthermore, some researchers have even predicted that agile management could replace traditional bureaucratic practices to achieve more effective and innovative operations while reducing costs (Bergenstoff, 2022).
However, to fully understand this opposition, it is essential to revisit the fundamental characteristics of military bureaucracy, which rely on well-defined elements. Military bureaucracy is characterized by several distinctive features. First, it is based on a strict hierarchy and a clearly defined chain of command, with distinct lines of authority and responsibility (Rost, 1993). Next, to ensure consistency and uniformity among different units and operations, standardized procedures and processes are implemented. Additionally, centralization plays a key role, allowing senior commanders or staff officers to make important decisions (Peters, 1987). Moreover, specialization is an essential aspect, with units and personnel assigned specific roles and functions. Lastly, discipline plays a central role, with strict rules and regulations governing the behavior and conduct of military personnel (Rost, 1993).
These characteristics of military bureaucracy present both advantages and disadvantages, and military organizations must carefully balance the demands for control and efficiency with those for flexibility and innovation. However, military bureaucracies are often criticized for multiple limitations. Inflexibility is a major example, as these structures can be slow to adapt to changing circumstances or to integrate new technologies and strategies. Furthermore, they frequently exhibit a strong resistance to change, with established interests and institutional inertia hindering necessary reforms (Feaver, 2002). Risk aversion is also common in these systems, where proven methods are prioritized over innovation or experimental approaches. Additionally, fragmentation within military bureaucracies poses another challenge, with departments and units operating independently, limiting effective coordination and communication (Beyerchen, 1992). Finally, a lack of accountability can manifest through opaque or non-transparent decision-making processes, making it difficult to track decision-making.
Agile management, on the other hand, offers an opposing approach, providing flexibility that can be beneficial in dynamic environments, such as military operations. Agile project management emphasizes adaptability and flexibility, essential qualities for responding quickly to changing conditions in the field. Based on four core values – valuing individuals and interactions over rigid processes, delivering functional outcomes rather than extensive documentation, prioritizing collaboration over mere contract negotiation, and adapting to changes instead of strictly adhering to a plan – this approach is particularly well-suited to the needs of military organizations during crises (Costa et al., 2020). The agile methodology divides tasks into smaller, manageable units, known as sprints or iterations, allowing for more responsive and adaptable management (Dingsøyr, 2014). In a military context, this translates to better coordination among teams, an increased ability to adjust operational strategies in real time, and responsiveness to evolving mission requirements. Collaboration and communication are also central to this approach, both among team members and with key stakeholders, promoting faster and more effective decision-making (Dikert et al., 2016). One of the main advantages of agile project management is its ability to deliver results quickly and continuously, a particularly valuable trait in military operations where the capacity to swiftly adapt to changing needs and priorities is crucial.
Agile Strategies Adopted by the LAF in Non-Conventional Situations
Crisis and Initial Transformation After the Protests of October 17, 2019: These protests presented the Lebanese army with unprecedented challenges. As a supporter of the Internal Security Forces (ISF) to maintain national security and protect public and private property, the LAF had to adapt its methods in response to a situation that did not align with its traditional mission of defending against external threats. Consequently, the army revised its Standard Operating Procedures (SOPs) and its Concept of Operations (CONOP) to respond to the nature of the protests, adopting a more public order-oriented approach. Unlike conventional military operations, this type of intervention required a culture of proximity to the demonstrators, an approach generally more associated with police forces. Thus, the army had to manage crowds while avoiding escalation, navigating between protecting peaceful protesters and preventing violence, all within an internal intervention framework that significantly differed from its usual missions.
The Beirut Port Explosion on August 4, 2020: This explosion was an unprecedented catastrophe, plunging Lebanon into a major humanitarian crisis. In response, the Lebanese government declared a state of emergency and entrusted the LAF with managing the city. In light of the magnitude of the crisis, the army not only had to adapt its procedures but also transform into a key player in coordinating relief efforts. In the absence of strong government direction, the LAF took on a central role in facilitating collaboration between NGOs, civil society, and government institutions, thus acting as a mediator and coordinator of assistance operations. This transformation required an agile approach characterized by flexibility, adaptability, and quick decision-making, enabling the army to effectively manage a complex and dynamic crisis situation. Their ability to react swiftly, make informed judgments, and collaborate with multiple stakeholders demonstrates a new dimension of their role as a strategic pivot in responding to humanitarian crises.
The COVID-19 Crisis: Faced with the pandemic, the government once again called upon the LAF to play a central role in crisis management. The LAF not only contributed to public awareness but also provided logistical support for health response efforts and actively participated in vaccine distribution. However, the pandemic posed unique challenges for the LAF, particularly in preventing the virus’s spread among their personnel and within barracks, where proximity among soldiers made strict infection control measures difficult to implement. This new crisis forced the army to transform once more, taking unprecedented health measures and incorporating agile management to swiftly adapt to evolving health conditions. By becoming a key player in the fight against the pandemic, the army not only ensured the continuity of its missions but also demonstrated newfound flexibility in managing health crises, again illustrating its ability to transform in the face of unprecedented challenges.
Mitigating the Effects of the Economic Crisis: The economic crisis profoundly affected the LAF, creating a severe shortage of foreign currency, which limited their ability to acquire essential supplies such as equipment, ammunition, and spare parts. This situation also had a direct impact on the well-being of LAF personnel, who faced difficulties accessing basic resources like food, fuel, and medical supplies. The continuous depreciation of the Lebanese currency further exacerbated these problems. In facing these challenges, the LAF had to demonstrate significant resilience by adopting measures aligned with agile management principles. By relying on flexibility and adaptability, the army adjusted its practices and procedures to quickly accommodate this new economic reality, thus exhibiting its ability to manage internal crises proactively and innovatively.
Conclusion: Lessons and Agile Strategies Derived from the LAF Case
The study of the Lebanese Armed Forces in various crises – protests, humanitarian disaster, pandemic, and economic crisis – reveals essential lessons about the effectiveness of agile management strategies in military contexts. These crises have forced the LAF to transcend their traditional framework of rigid bureaucratic management in favor of more flexible and responsive approaches. Organizational agility manifested in their ability to quickly adjust their procedures, effectively collaborate with a diverse range of stakeholders, and make decisions in dynamic and uncertain environments.
The lessons drawn from this study indicate that agile management, by emphasizing flexibility, responsiveness, and collaboration, can transform military institutions in the face of multiple crises. In the case of the LAF, the adoption of these principles has enabled them to manage situations ranging from public order maintenance to humanitarian and health responses, while maintaining organizational resilience in the face of severe economic constraints.
This study thus provides avenues for reflection for other military organizations facing similar crises. The integration of agile strategies can enhance their capacity to overcome complex challenges, reduce the impact of bureaucratic constraints, and improve their responsiveness to evolving threats. Lastly, the results suggest that adopting agile management within the LAF is not merely a temporary solution but could also represent a sustainable model of military management capable of addressing future challenges with greater flexibility and efficiency.
References
- Ajemba Michael N., « Bureaucracy in Business Organizations », World Journal of Advanced Research and Reviews, vol. 16 n° 1, 2022, p. 572-574.
- Bergenstoff Thore, Implementation of Lean Methods into Military Supply Chain Management, A Case Study of the Danish Defence’s Spare Parts Supply Chain (thèse), 2022.
- Beyerchen Alan D., « Clausewitz, Nonlinearity, and the Unpredictability of War », International Security, vol. 21 n° 3, 1992, p. 59-90.
- Costa Renato, Resende Tiago, Dias Alavaro, Pereira Leandro et Santos José, « Public Sector Shared Services and the Lean Methodology : Implications on Military Organizations », Journal of Open Innovation : Technology. Market and Complexity, vol. 6 n° 3, septembre 2020, 78 (https://doi.org/10.3390/joitmc6030078).
- Feaver Peter D., « Civil-Military Relations », Annual Review of Political Science, vol. 2, 1999, p. 211-241 (https://doi.org/10.1146/annurev.polisci.2.1.211).
- Rigby Darell, Sutherland Jeff et Takeuchi Hirotaka, « Embracing Agile », Harvard Business Review, mai 2016, p. 40-48 (https://hbr.org/2016/05/embracing-agile).
- Rost Joseph C., Leadership for the Twenty-First Century, Praeger, 1993, 220 pages.
- Weick Karl E. et Sutcliffe Kathleen M., Managing the Unexpected : Resilient Performance in the Age of Uncertainty (2nd ed.), Jossey-Bass, 2007.
