It is also possible to have NCO Platoon Leaders, thus capitalizing on experience and placing the most capable leader where he -- or she -- can be most effective. A Company commanded by a Major with a Captain Executive Officer / 2iC plus two Lieutenants as Company Officers with no permanent Platoon Assignments would be a far better approach.

The current process (and in the US, certain procedural efforts and requirements) produces too many Lieutenants. That is beneficial in producing a large pool of potential Company Commanders but it is costly way to achieve that minor advantage when better selection and initial entry training would negate that cost and the presumed advantage. When the 'requirement' to keep those excess Officers around for various reasons is considered, it is obvious that a 'requirement' for an excessive number of overly large Staff positions is a natural by product. A study to determine the number of excellent Officers driven out of the Armed Forces by this approach might be instructive.

The Lieutenants would be assigned all the myriad peacetime additional duties and for operations, to missions as needed. This would among other things accustom them to NOT working only with people they 'know' (no matter how cursorily or briefly) but with a changing number of persons, tasks and capabilities. It would build in a requirement for and training in flexibility and trust.

A beneficial side effect would almost certainly be insistence by all four of those officers and all their contemporaries that training be improved...