READY FOR TODAY – EVOLVING FOR TOMORROW
as demonstrated in Figure 2. By placing
authority for action close to the source
of the complexity, de-centralised and
adaptive C2 processes provide the
most flexible and effective mechanisms
for improving synchronisation and
maintaining the drive towards unity of
purpose. Such ideas and approaches
are essential components of mission
command. However, we should not
underestimate the remaining challenges,
such as achieving sufficient commonality
of intent in a diverse grouping or coalition”
(JCN 2/17).
If we were able to create a MAIN made
up of integrated staff cells, with all the
tactical functions represented, and then
knit it together with robust CIS – wouldn’t
that create a powerful core? The CSP
concluded with the drafting of specialised
integrated cells. From here we could
sense opportunities to deploy in flexible,
innovative ways.
Figure 2 – Transitioning between different models of command and control
The Next Steps
After a change to the Long-Range
Training Plan (LRTP) and the ARRC’s
re-rolling as a corps headquarters, some
adjustments have been made to the
C2WG timeline – this ‘slow burner’ has
had a little petrol poured onto it! There
remain many unanswered questions,
with particular regard to protection,
which includes the electromagnetic
environment, manoeuvre and mobility,
staff ways of working and interoperability,
the connection between C2 and
“…the difference
between command
and control on the
one hand, and adapt
and collaborate on
the other, was the
difference between
success and failure.”
Information Manoeuvre and deep and
rear operations. The Chief G3 will be
the headquarters’ lead on this work and
the C2WG, under the Assistant Chief of
Staff (ACOS) G3, will drive forward from
January 2019 with a surge of activity in
order to inform the CSP and subsequent
testing on Exercise ARRCADE EDGE.
In the end, there is no end. Of course,
one will be posted, new faces and fresh
bodies will pick up the mantel, but the
ARRC must strive to continually change,
adapt and develop. Our structures must
enable this adaptation.
At the heart of the answer to this
survivability challenge has to be: What
is the staff’s centre of gravity? In other
words, what is at the ARRC’s CORE?
If we can find this, and protect it, we
will survive. If we can replicate it we
will generate resilience and if we can
leverage it for operational effect we will
control the battlefield. If we can achieve
all three, we will win.
ABOUT THE AUTHOR
Major Charlie Sprake is a 10-year veteran
of the British Army and currently serves
as the ARRC’s lead on Digitisation. In
his previous assignment he completed
the Intermediate Command and Staff
Course (Land) at the Defence Academy
of the United Kingdom in Shrivenham,
England. Maj. Sprake has led platoon-
level combat and counterinsurgency
operations in Afghanistan. A native of
the United Kingdom, Maj. Sprake holds a
Bachelor’s Degree from Oxford Brookes
University and is currently completing
requirements for a Master’s Degree in
Business Administration.
Gen. Stanley McChrystal, US Army
(Retired)
ALLIED RAPID REACTION CORPS
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