Lashkar-E Taiba Attack Case Study

During November 26th-29th ten members of the Pakistani based terrorist group Lashkar-e-Taiba (LeT) came by sea from Karachi attacking numerous soft targets in Mumbai, India resulting in over 160 deaths and 300 casualties. The locations consisted of: the Taj Mahal Palace, Trident-Obetroi, Chhatrapati Shivaji Terminus (CRT), Cama hospital, Albless hospital, Nariman house business and residential complex, Cafe Lepold, and Time of India office. The attacks of numerous soft targets had a large psychological effect on the public. The attack teams consisted of one team of four and three teams of two (10 members total) with each member carrying an AK-56 automatic assault rifle with seven magazines of ammunition (30 rounds each). This created the impression of a greater number of attackers; generating confusion amongst
Indian authorities indicated that in February 2008, a suspected terrorist, arrested in northern India, was found to possess drawings of various sites in Mumbai, some of which were targets in the November 2008 attack. The concept of Value at risk addresses this scenario well. There were already warnings of a major attack; indicating a high impact. Given the prior indicators and warnings there appeared to be a high probability. This is not including the high psychological impact that resulted from the chaos that ensued. The adversaries were able to ensure surprise by pursuing a channel that had little to none early warning system. As a result, "the environmental threat was not identified correctly; becoming an operational risk." (Bracken, 2008) The tactics employed in the Mumbai attack were not new or remarkable; however, the attackers did incorporate some tactical innovations due to their use of modern technology. They were able to use technology to assist them with planning the attack and with their command, control and communications during the execution of their operation.
Environmental