A city paralysed by cyber-attack: Civil C2 made real
Command and Control
In 2019, the Dutch municipality of Lochem was hit with a major cyber-attack that impacted everything from welfare payments to the sewage system. The mayor at the time – Sebastiaan van T’ Evre – considered that the entire IT system had corrupted including backups. Starting from scratch, and with the help of suppliers and partners, Lochem rebuilt the bare bones within 24 hours. As a journey in civil C2, Sebastiaan recounts his experiences, his decisions, the frustrations, and his objectives during and after the attack, as well as some lessons for the future.
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C2 - the long view (with Michael Holm)
Command and Control
It is rare to find anyone who has been actively engaged in C2 over a 20 year time span, let alone 40. For nearly half a century Michael Holm has been making C2 systems for the military. In that time he has witnessed the change in demands, data, systems, requirements, and opportunities. Michael brings an interesting perspective: as someone who has not served in the military - but has been dealing with them every day - he is able to outline the continuities and shifts in what the military thinks about C2, the systems it wants to use, and how the relationship with industry has changed. This...
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Manoeuvre and the network: C2 at XXX and Below
Command and Control
If the role of the Corps level is in setting the conditions for Divisions to win, how are Divisions and subordinate commands going to conduct their own battle (and command it)? What are their roles in the tactical battle? Where does the line get drawn between levels? Is it doctrinally fixed or dynamic? Modern divisions don’t fight like those in WW2, nor as we planned to during the Cold War, certainly not in the same way as they did in Afghanistan and Iraq. This isn’t about simply faster Combined Arms warfare: For all the talk about Brigade Combat Teams (BCTs) in the US Army – and those...
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Amphibious Complexity: C2 in the AAF
Command and Control
If Europeans have been swiftly divesting themselves of real amphibious capability, the reverse has been true of the ADF in recent years. Ray Leggatt, the first true Commander Amphibious Task Force of the Australian Amphibious Force, talked through his experience in putting together an amphib capability for a state that had not done this sort of operation in a couple of generations. Ray provides a remarkably honest and frank set of assessments about the capability when he was CATF, the essential trust and relationship needed with the Commander Landing Force (CLF), and the realities of doctrine...
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Goldwater Nichols: Still fit for purpose?
Command and Control
Most people in the C2 world who would acknowledge the Goldwater Nichols reforms of the US military as one of the big muscle movements in command and control over the last 75 years. It provided the framework for how the US would run wars after 1986 and has had mixed success. But in organising the world of conflict along geographic lines, in prioritising the fights of today over preparing for the conflicts of tomorrow, and in – perhaps – ceding strategy to the military, there is a growing urgency in the need to rethink this structure and some of the organisational principles that US C2 is...
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The Unfair Fight (HQ Corps job)
Command and Control
It is the responsibility of the Corps level of command to set the conditions for a favourable and unfair fight at the tactical level: so says Major General Mike Keating, Chief of Staff at Headquarters Allied Rapid Reaction Corps. The scale, complexity, and enduring nature of combat on land requires a structure that can enable divisions to fight and prevail, enabling subordinate formations to focus on the immediate and near term with the resources necessary to succeed: recognition of that has seen a renaissance in the Corps level in NATO, and more widely. HQ ARRC was deployed and employed in...
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Reality checking industry offerings for C2
Command and Control
C2 systems litter headquarters – some have coalesced into a single machine, others spread across various apps, platforms, and systems. It’s a growing market place and one that can genuinely bamboozle with all the unmoderated lingo that goes with it. Claims that AI, ML, edge, and clould are scattered with wild abandon but lack some of the detail that HQ staff and commanders actually need. And there is something about contemporary combat and warfare here too. The need to rapidly scale access to systems in Ukraine could be equally matched by lessons from Sudan, Yemen or Kashmir. HADR missions...
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C2 for Urban Warfare
Command and Control
Western militaries won’t be able to do C2 in urban warfare scenarios well enough to prevail. So says Professor John Spencer, author, researcher, commentator and veteran of numerous campaigns. Recent lessons from urban fights demand that HQ staffs refocus on things they can control and need to influence (the Info Ops battle, allocation of scarce resources like engineers, as well as critical CIMIC, legal, PAO issues), whilst combat leaders on the ground will need to understand – and exploit – legacy equipment and tools that find utility in complex urban battles; think sound powered...
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Insubordination
Command and Control
Sometimes insubordination within the command chain actually works. Want an example? Take the infamous 1973 Yom Kippur War, when the divisional commander of a reserve formation (Ariel Sharon) circumvented not just his superiors but also the IDF chief in order to get approval for his plan. Gross insubordination….but it worked. History favours Sharon’s own narrative but the command chain had a different perspective. Personalities matter in C2: sometimes the clash of commanders can be detrimental to the campaign. Sometimes insubordination is necessary, but you won’t end up as Prime Minister...
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C2 and Peacekeeping
Command and Control
Peace keeping missions (whether peace enforcement, peace building, peace making, or conflict prevention) are very different to the formatted hierarchy and organisation of set-piece, large-scale military missions which Western allies have been accustomed to over the past decade. Even the experiences of ISAF or Iraq are outliers rather than a standardised format replicable across peace keeping tasks. This is also evident in the C2 of these missions: often more complex, ambiguous, woolly, and confusing than most military officers will be accustomed to. And that’s without bringing in a strategic...
info_outlineWhat makes a good and a great military leader? The myth of a divine, born leader is very popular but today we actually know better than this fiction. Science has given us the evidence to understand what traits and characteristics imbue a person with the skills and experience become a great leader. And we actually know how to select them based on the very different requirements in wartime and peacetime. It is also popular to talk about leadership and followership as two distinct functions; the term servant leader has become fashionable amongst military professionals as an attempt to delineate the boundaries between these two groups, yet still keep the hierarchy. Expert analysis is harder to find; for that we need to turn to science and a human psychologist. Sarah Chapman-Trim talks about making the least-worst decision (as opposed to the best one), the fallacy of the divine general, how we can train better leaders, and the dual-agency model of leadership. Sarah’s research paper (perhaps better understood with the title ‘Social identity as Alchemy’) is at https://www.army.mod.uk/media/24170/leadership-insight-no45-social-identity-as-a-leadership-tool.pdf