Commemorations across the country
Rarely do armies predict the future with much accuracy. But it is the speed of their adaptation after war starts that determines the outcome.
As we commemorate the 100th anniversary of the opening of the Battle of the Somme – one of the darkest moments of the First World War – there is much for today’s soldiers to ponder and learn from their forefathers’ unique experiences.
The character of conflict has changed significantly since July 1 1916 on the fields of Northern Picardy, the deadliest day in the history of the British Army, during which almost 20,000 British Empire soldiers lost their lives.
It may be uncomfortable, but the First World War – and the number of casualties sustained at the Somme especially – obliges us to think hard about how to prepare the Army today, to fight the sort of war it may have to fight because in so doing we stand a better chance of deterring that war from happening. Our ability to prepare and adapt our Army, build alliances and lead well remains as important now as it was 100 years ago.
Contrary to the stereotype of “lions led by donkeys”, it is often forgotten that there was significant tactical development and innovation during the First World War. This adaptation included the introduction of the wireless; rudimentary airland integration; combined arms manoeuvre and the introduction of tanks; advances in artillery fire, trench warfare and infiltration tactics. It also involved significant advances in the sustainability of personnel and material in the field.
Talented people make adaptation and innovation possible, so acquiring, retaining and maximising talent will always be one of the Army’s highest priorities. Unlocking potential talent is invariably about good leadership. And the First World War is again helpful in informing our understanding of the demands of leadership for today’s Army in an operating environment that has become increasingly uncertain, complex and dispersed.
The Army’s war-fighting doctrine is based on what we call “mission command”. This depends on mutual trust between leaders and those they lead. Trust is a two-way process that is guaranteed by every soldier, whether leader or led, setting an appropriate example in doing as you would be done by.
This is a culture that empowers leaders at every level. It allows us to unlock everyone’s potential to seize winning opportunities, however fleeting. It generates agility and tempo, enabling us to overcome an enemy in the most chaotic and demanding circumstances.
Leaders must empower their subordinates routinely because this will give them the confidence to act boldly and independently on the battlefield. We must strive to maximise the potential of all our soldiers and use their talent to help us win. This requires leaders to know those they lead, to understand them, and to place the care of their subordinates at the forefront of all that they do.
Enlightened leadership is vital if we are to encourage the talent we need. And to obtain it we have to embrace fully the strengths of all the population to ensure we retain our competitive edge – just as our forefathers did during the First World War – by mobilising all of the instruments of national power to defeat the enemy.
So, as we commemorate those who fought in the Battle of the Somme, I hope that we will also find time to reflect on what we might learn from their unique experiences.
Our ability to prepare and adapt is as important as it was 100 years ago