ARRC Journal 2019 | Page 9

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 9