Interesting thread. My perspective is as a senior staff (big fish) in a one star HQ (small pond) starting the long run up to deployment.
As a HQ we constantly fight the friction of just being - and there is a lot of friction. Resources are very tight and we spend a lot of time trying to get resources and plan training in a very turbulent arena. When not doing this we are trying to:
Understand what to do with all our new staff. The HQ has grown considerably in the last 2 - 4 years, but processes and procedures have not necessarily changed. Configuration in-theatre is very different to that out, we are now trying to mirror in theatre set-ups and TTPs as much as we can.
Intellectually equip ourselves for the challenges ahead - lots of reading and study.
Try and organise training for ourselves and our units that is appropriate to our next deployment, understanding that:
We cannot create Afghanistan in NW Europe
Our exercises are short
The kit we have now is different from the kit we deploy with
We will be considerably augmented when we deploy
I think that our three biggest challenges as an HQ are:
To understand COIN and the environment we will be operating in.
To identify and develop best staff practice; working smart with the extra staff we have, not just adding extra staff process...
To incorporate external agencies into our training as much as possible.
We do this knowing that the staff we have now will not be the staff we deploy with and the situation will undoubtedly have changed again by the time we get there.
It is however a big step forward for us. We are now trying to do the same stuff (produce military effect), the same way (same terminology, same TTPs, same staff processes) in a different context (training not ops). Previously we prepped for ops, deployed, came back, learnt (but did not necessarily apply) lessons and then went back to fighting 3rd Shock Army for another 24 months until we had to start again
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