Why this focus on "Corps orders"?
Where is the stone with the law written in it that says you need to issue regular corps orders, probably even in a certain interval?

A Corps Cmdr can keep his intent and still order a Bde to turn towards another direction to adapt a changed situation.

A Corps Cmdr can also decide on the spot to attack a few hills farther or to attempt an immediate river crossing with the effect that he'll advance another 50 km in a few hours.

A Corps Cmdr can also sense a crisis in one spot and tell a Bde to disengage elsewhere immediately in order to re-engage at the crisis.
Or he might want to make the enemy think that he's up against four brigades instead of one by disengaging and re-engaging from different directions.

Then think about a Bde or Corps being called to another spot ASAP. We don't suggest that the correct answer to the theatre Cmdr is "OK, we'll begin to move in 36 hrs.", do we?


Today's armies are fully motorised with vehicles that can march at 60-90 km/h! There's enough time to be found once you don't aspire to reach another continent by tomorrow.


And sleep? Come on. There's enough time for that once you're tired enough to immediately fall asleep once given the opportunity. Men can keep functioning satisfactorily on only 5 hrs sleep/day for quite a long time. Sleep is a leadership problem.


My take on battlefield agility and quickness is that this is something that can be trained. It takes a few weeks of free play exercises only.
Begin by booting a sluggish Cmdr, then proceed kicking asses and keep "killing" slow Cmdrs during the exercises so their 2nd in Cmd get a chance to prove how quick they are.
Use small formations (small brigades). Use independent units (companies for security, recce).Chase them around, let them turn, disengage, reengage, change defence-offence-march-offence, make sure that no unit goes to rest without making sure that leaving the area in any direction would be a perfectly fluid affair based on a bit organisation and SOPs, let them march in parallel on secondary roads, detect and fire slow-thinking officers, hammer a few slogans into their minds.
A few weeks later, they'll be much, much faster and have more than double the value of an average NATO Corps.


About oversized staffs:
30% of a staff does 70% of the work (if not 20/80!).
5% of the staff officers create 30% of the work - and that's almost entirely unnecessary work because some people simply spin around, keeping people busy for no reason.
In fact, some work that's being done was generated in order to neutralise idiots and keep them from doing actual harm.
Most of the staff work wasn't even thought of before the staff became bloated.

Make sure you have the right Cmdr for the formation and he knows the key people of his staff.
Then force him to select 100 personnel for his staff, take away all others and form some experimental Bn with them.
Then force him to ditch another 10 in the next month, again, again, again and again.
A slimmed-down staff will be unable to keep all that chatter (reports) going and will relieve subordinate units from superfluous reporting and answering.