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.

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

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.

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.

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).