Delegation to the point of discomfort

Imagine sitting on a battlefield and trying to figure out what is happening with only your ears to guide you; your guidance is based on orders written weeks or months ago, and the last time you got an update of where your own forces where was a day old (at best). That, in essence, is submarine warfare. There is no constant information flow for situational awareness and communication (of any kind) endangers your existence; so submarine commanders are required to make decisions based on a series of assumptions about a myriad of variables and use their experience, judgement, advice from their team, and a deep understanding of their adversary. Building people who can do this – so different to most other warfare experiences – requires a special process: The Perisher. Peter talks to Phil Titterton about command and control of submarines, his experiences in the Royal Navy’s submarine service, and about waterspace management (submarine control measures). Now you can open your eyes.

Former NATO Sec Gen Jaap de Hoop Scheffer talks about what it takes to make effective command relationships work at the highest level of Pol/Mil C2: the tensions between domestic agendas and international obligations, decision-making in NATO, and how to achieve coherence and agreement in matters of war. The conclusion, perhaps unsurprisingly, is that the level of co-operation between politicians and their military counterparts is not something that can be scripted or forced: it depends more on personalities, behaviours, and shared interests than on orders and formal hierarchies. Reflecting on successes and failures, Jaap makes for compelling listening.

In providing commanders with the ability to command and control, computerised systems have been in use for more than 50 years. Their evolution from siloed systems inside individual units, moving across task forces, then to covering theatres has helped operators and HQ staffs orchestrate military means with increasing efficiency and lethality. The change in the last decade – according to Andrew Graham – has been in moving from enabling these domain-to-domain C2 structures to talk to each other, to one that has to integrate the data from each platform system to be seem by everyone else. Now that idea - based on an assumption of ubiquitous and constant connectivity - has evolved again. How can you operate a C2 system when to transmit data might spell certain death?

The captain of a warship has, sometimes, godlike omnipotence. Does this mean that naval command and control has some unique characteristics that need to be better understood in order to be integrated into the ‘modern’ rubric? Vice Admiral Martin Connell, Second Sea Lord in the British Royal Navy, talks to Peter about what’s unique about naval C2, and whether the education and development of leaders in the Royal Navy is good enough.

What 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

Many medium powers have been struggling to keep pace with the US military as it reimagines how it will undertake command and control over the coming decade. For those in Canada the challenge is extremely pertinent: shared coastlines, integrated C2 at NORAD, conjoined airspace and territorial seas, a long and unfenced land border, and the block between the US homeland and Russian forces in the Arctic. Canada also faces pressing concerns in trying to balance resources between the challenges being faced to their West as well as to their East and North. Deputy Commander of the Canadian Joint Operations Command, Major General Darcy Molstad talks to Peter about the various challenges, tensions and frictions, and how Canada has been adapting. Underneath all of the strategic discussion lies an enduring truth about what commanders face in the future, and what will be required of them: delegation to the point of discomfort.

A discussion with Major General Karl Engelbrekston, former chief of the Swedish Army who retired in Jun 2023. Command and control is clearly different when operating in environmental and geographic extremes; the High North (well inside the Arctic Circle) exemplifies those conditions. How to command and how to exercise control over military forces in those extremes leads to an interesting conversation about the realities of delegation and empowerment. Given Karl's experiences with multi-national forces too, there are some interesting take aways from this discussion that get to heart of modern C2. Most usefully, this conversation allows us to hold a mirror to some of the rhetoric about contemporary and future C2 made in other military circles. Sobering stuff.

Having an intelligent conversation about command and control requires a discussion with the USMC, the same institution that gave us the current C2 taxonomy back in the 1980s. While USMC force design 2030 leans towards a decentralised command structure and an aggregated control hierarchy, the pragmatism of the Corps has nested capabilities at lower levels that would allow a much more flexible approach to C2. In contrast to other forces which retain very structured C2 architectures, the USMC seems to be comfortable with a degree of ambiguity that would make others tremble. Peter talks to Colonel Lester (Ray) Gerber from USMC Pacific Forces Command about the philosophy of C2 in the Corps, about the nature of control now and in the future, and about the centrality of the human component. Much of the latter part of the discussion is focused on partners and allies: should we be ready for less command and more co-operation in a revised C2 dynamic fit for the fight tonight? Much to ponder on here.

Command and control in the air domain has always been very different to that of other domains. Much more control, command execute in differnt ways, at different levels, and all captured in the phrase "Best picture has....". How much has been forgotten from former expereinces of air C2 in major contests and competiton? How much are we willing to relearn? How much of the differences in domain specific C2 will be lost as we amalgamate and integrate structures towards a beautifully informed single commander or system, a la Enders Game? Peter talks to former senior RAF officer, Paul Kendall about our understanding of air power in the Western, Supremacy and Superiority, and a contested electronic environment without the freedoms that have been hallmarks of Western military operations since the 1990s. 

Having spent the week at the NATO C2 Centre of Excellence in The Hague, talking C2 with some impressive people, this episode captures a ‘hot wash’ between Peter and Colonel Mietta Groeneveld, Director and Commander of the C2COE. Given this was recorded only 90mins after a fairly intense 3 days, we don’t cover all the take aways, but it gives a flavour about some of the themes we talked about and some of Mietta's thoughts too.