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Peter Roberts

The Command and Control podcast breaks new ground in taking an independent and pragmatic look at what military command and control might look like for the fight tonight and the fight tomorrow. Join us as we talk through C2 for an era of high-end war fighting. The hypothesis is this: command is human, control has become more technological pronounced. As a result, the increasing availability of dynamic control measures is centralising control away from local command. It is a noticeable trend in Western C2 since the late 1980s. Over that time, blending human decision and cutting edge technology has been evolutionary but not deliberate: how will this change? Will it become dominated by a tendency to hoard power in those with the most computing power, might these factors serve to amplify the role of commanders? Given all the hyperbole about AI in C2 (and we will tackle some of that with AI experts), it's a conversation we need to have.

Command and Control

The US Navy is undergoing some seismic changes in terms of C2. Not only is the concept of how they fight changing (from Fleet command to fight from the MOC), but also in changing the supporting system (GCCS-M). In understanding these changes, who is going what, when, and why, Peter is joined by David Gast, formerly head of PMW150 to outline the good, the bad, and the difficult; but most importantly to try and allow us to understand what this will feel like for the sailor (or staff officer) in 3 or 5 years' time.
 
The Guest: Captain (retired) David Gast was commissioned as a Surface Warfare Officer in 1996, serving in cruisers and destroyers before a lateral shift into the Engineering community. David's subsequent service saw him deeply involved in C2, C4I, and integration and interoperability programmes at the NRO, NAVWAR (or SPAWAR as it was then), and DCGS-N. He was the Combat Systems Officer in USS NIMITZ for her 2016-2017 workup and deployment before becoming Deputy Program Manager for the US Navy's C2 Program Office (known as PMW150); he subsequently became Programme Manager there. David's final tour in the USN was as Director of Innovation for the Program Executive Office for C4I, and military lead for C4I effects. Recently retired, David is now the Founder and Principal of DWG Agile Innovations LLC, an advisory, consulting and coaching firm.
 
The Disclaimer: The views expressed herein are those of Mr David Gast and do not represent those of the US Navy or the US Department of Defense.

The Future of US Navy C2

President Eisenhower was notable in expressing his frustration at his civilian staff's unwillingness to challenge or disagree with him face to face. That practice, of being challenged and questioned, was something he valued when he served as Supreme Allied Commander but it seems less evident in military headquarters today, or in recent history. Nor is this a peculiarly American tendency: as researcher, author, and provocateur Dr Charles Vandepeer from Charles Sturt University points out, both the British, French, and Australian militaries have been prone to self-deception and optimism bias. Notable in acquisition and procurement decisions and behaviours, it is also present in military headquarters and by commanders. There is lots of evidence and research on how to overcome it yet using trite phrases such as "My door is always open" just won't cut it if leaders are serious about countering conspiracies of optimism that lead to operational failure. In order to confront reality, military leaders need to change their outlook and find more time for thinking. This might seem harder today than previously: in the age of real time chat, ubiquitous communications connectivity, and endless distractions, it is easier for leaders to doomscroll their way through command appointments than to make time and space for challenge, reality, and thinking.
 
This conversation came about because of this article from War On The Rocks from 2019: https://warontherocks.com/self-deception-and-the-conspiracy-of-optimism/
 
In his remarks, Charles noted the remarks made by Major General Chris Smith of the Australian Army in 2025 at the Chief of Army History Conference . Watch here: https://www.youtube.com/watch?v=Mv6wQiUu4yo

Conspiracies of Optimism

A fresh mini-series on command and control that looks at the future of C2 for each of the US fighting arms. This episodes kicks off the deep dive with a look at what the US Army is aiming to achieve.
 
Recently retired Vice Chief of Staff US Army, General (rtd) James Mingus talks about the US Army's philosophy for command and control, next generation C2, how allies and partners can get on board, and the opportunities that arise from the US Army's top modernisation priority for industry as well as soldiers.
 
General James Mingus has recently retired as Vice Chief of Staff of the US Army. No one gets four stars without qualifying in just about every way possible – and Jim Mingus is no exception. Starting in the US National Guard in 1981, he commissioned in 1985. Originally a Second Lieutenant in the field artillery, he switch to the infantry in 1987 on becoming active duty. Serving in Germany with 3rdInfantry Division, later in the 82nd Airborne at Fort Bragg, and after that in 75th Ranger Regiment. A tour at JSOC, command of a Ranger Regiment, and command of a BCT from 4th Infantry Division including a combat tour in Afghanistan were just some of the highlights. Indeed, Jim deployed to Iraq and Afghanistan a total of 12 times in his career. In 2013 he ran the Commanders Action Group at CENTCOM before returning to 4 Infantry Division as Depuy Commanding General for Manoeuvre. Service at the Pentagon and on the Joint Staff rounded out his career before becoming Vice Chief of Staff of the US Army in 2023. There are few people better equipped to talk about the US Army's command and control, and their ambition for the future.
 
Disclaimer: All remarks and comments made by General Mingus are his own views and do not represent the US military, US Joint Staff, Pentagon, Departments of Defence, War, or those of the US Army.

The Future of US Army C2

Ten Baltic and Scandinavian (and the UK) have agreed to come together to form a multi-national maritime force for crisis response around Northern Europe, specifically on the maritime border with Russia. All parties are NATO members, and members of the Joint Expeditionary Force – itself a NATO framework organisation. Ed Arnold from the D Group explains why this is about operationalising the JEF when the politics of it is wandering. But the credibility of the UK is being pressed hard when command commitments are growing, diverse, geographically spread, and rely on too few qualified and experienced people. Why should the UK command? Why should others follow? Why is Northwood the right place? And, how will the UK balance the long-standing habit of using US C2 systems with an announcement that declares an intent to command on whatever system European Allies favour? Ed Arnold answers all these questions and queries. Underlying the discussion sits some uncomfortable concerns about UK command credibility, the need for continued momentum if the Northern Navies Initiative is to survive, and the desperate need for some form of political prioritisation of tasks from London.

C2 and the Northern Navies Initiative

There is a tendency (particularly in militaries) to view machines as less fallible than humans. The rapid and passionate adoption and use of AI tools in military headquarters is a notable manifestation of machine/automation bias: to operate at machine speed is viewed by many in uniform as the panacea and—according to doctrine—offers those with it a preordained right to victory. The critical lessons identified in the IDF use of 'Lavender' and 'Where's Daddy?' in Gaza from 2024, and apparently now built into the US military's MAVEN tool, have been ignored. According to Dr Elke Scharwz, militaries really need to start understanding and embracing human agency in decision-making: something that was present for millennia but is now actively being forgotten as AI tools and systems replace people. The lack of friction, debate, argument, dissension, and human discussion over targets and targeting should concern us all. As humans feel increasingly inferior to the AI tools they create, the old idea of Promethean Shame raises its head again: Elke advocates taking back control of technology instead of simply adapting ourselves to it. Per Christopher Coker "We must choose our tools carefully, not because they are inhumane (all weapons are) but because the more we come to rely on them, the more they shape our view of the world". Warrior Geeks (Hurst, 2013).

Promethean Shame

The rise of Agentic agents in military headquarters is a foregone conclusion. Understanding how they perform, where they may hallucinate answers, and their requirement for credible and reliable data sets sit at the heart of their utility. Henrik Sommer, a retired Brigadier General with the Danish military, explains some of the potential, vulnerabilities, weaknesses, and opportunities that AI can provide, including from Systematic's new Wingman AI tool, something already embedded in the Sitaware system. The importance of coders, teachers and trainers of algorithms, and how we prompt AI come out as clear markers in this conversation, as does the core question: how much should we trust AI in the military?

AI and Wingman

Russia has become adept at directing the attention of its adversaries by triggering national security responses to small, sometimes insignificant activities, distracting Western leaders from Moscow's more important actions elsewhere. The Kremlin understand Western sociology and politics so well that one is hard pressed to do anything but admire their execution of reflexive control over external national security systems: The Wests' inability to regain the initiative and to build a more resilient attention economy is disappointing. Dr Ivana Stradner has some answers: in explaining the foundations of Russian C2, Ivana offers real options for Western leaders in regaining a footing in the information war against Moscow.

Russian Reflexive Control

In 2019, the Dutch municipality of Lochem was hit with a major cyber-attack that impacted everything from welfare payments to the sewage system. The mayor at the time – Sebastiaan van T' Evre – considered that the entire IT system had corrupted including backups. Starting from scratch, and with the help of suppliers and partners, Lochem rebuilt the bare bones within 24 hours. As a journey in civil C2, Sebastiaan recounts his experiences, his decisions, the frustrations, and his objectives during and after the attack, as well as some lessons for the future.

A city paralysed by cyber-attack: Civil C2 made real

It is rare to find anyone who has been actively engaged in C2 over a 20 year time span, let alone 40. For nearly half a century Michael Holm has been making C2 systems for the military. In that time he has witnessed the change in demands, data, systems, requirements, and opportunities. Michael brings an interesting perspective: as someone who has not served in the military - but has been dealing with them every day - he is able to outline the continuities and shifts in what the military thinks about C2, the systems it wants to use, and how the relationship with industry has changed. 
 
This is a long epiosde - no apologies for that. If you are genuinely interested in how C2 has evolved and changed for Western militaries since the arrival of computers there are few better places to start than this conversation; recorded in Michael's rather swish HQ in Denmark.

C2 - the long view (with Michael Holm)

If the role of the Corps level is in setting the conditions for Divisions to win, how are Divisions and subordinate commands going to conduct their own battle (and command it)? What are their roles in the tactical battle? Where does the line get drawn between levels? Is it doctrinally fixed or dynamic? Modern divisions don't fight like those in WW2, nor as we planned to during the Cold War, certainly not in the same way as they did in Afghanistan and Iraq. This isn't about simply faster Combined Arms warfare: For all the talk about Brigade Combat Teams (BCTs) in the US Army – and those equivalents elsewhere in Western militaries – trying to understand the US Army concept for operations during their "Continuous Transformation" isn't easy. Step forward Colonel Ethan Diven, Provost of the US Army University and Commandant of the Command and General Staff Course to explain what this might look like, how commanders and their staff will need to prepare, and what US PME is doing about the new challenges facing the military leaders at the tactical level today, and for tomorrow.

Manoeuvre and the network: C2 at XXX and Below

Fast reflections of the annual NATO C2 Centre of Excellence (C2COE) conference in the Hague with the centre's commanding officer, Meitta Groeneveld. The challenging issues of MDO and Synchronisation, and the implications of that doctrine on command and control, were the conference's planned themes. We ended up in a conversation about the Cross Domain Command Concept, data and the human, the need to share, the lessons from Ukraine on C2 about adaptation of C2, the community of interest (the "we"), the political (and societal) will to change, the journey towards and beyond C2 in MDO, and the Babylonian Confusion over doctrinal terms.
 
 
 
Both Mietta and I hope we haven't done a disservice to attendees or speakers. It was challenging to digest and precis two and a half days of detailed, illuminating and engaging discussion into a short podcast episode. We tried!

C2, MDO and Synchronisation

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