Page 69 - KRH Regimental Journal 2021

being that ACGS possesses all the levers to align ends, ways, means and strategic narrative as the Army modernises at pace and lifts the sights of the 4* HQ to the next horizon. The reality is, of course, that ‘ends’ remain infinite; ‘means’ are inevitably scarce; and ‘ways’, therefore, must be ever-more creative if we are to real- ise CGS’ vision for ‘Future Soldier’.
Essentially, the core business of turning money into ‘ready’ people (both regular and reserve) and kit to achieve defined strategic objec- tives has not changed, but effective streamlining of this process at the centre of the organisation should result in a headquarters that is more focussed upon the Army’s future requirements; and one that is also able to communicate these objectives and requirements more effectively in all directions. The additional imperative to reduce the size of the 4* HQ by a quarter aligns with the reduction of hierarchy across Defence, redistributing personnel to where they can best achieve effect (i.e. not stuck behind a desk).
The result, unsurprisingly, has been a slightly fraught 18 months. This is not the place to dissect the ramifications of the ‘Future Soldier’ announcement, but the strategic challenges the Army faces are many and well-documented. Any balanced assessment of Army strategy in 2021 cannot fail to acknowledge a 10,000-post reduction, equipment programmes (notably AJAX) beset by dif- ficulties, the retirement of core platforms (WARRIOR) and some high-profile cultural issues that will require a change in mind- set from top to bottom as we enter 2022. Whilst these challenges will prompt rapid and profound strategic change, we must not
P Coy - Staff Officer Weight Loss Programme
lose sight of the myriad opportunities that have also presented themselves this year: the establishment of the Ranger Regiment and the advent of the Security Force Assistance Brigade, creat- ing a force optimised to ‘operate’ from strategic hubs and plac- ing us ahead of the curve worldwide; genuinely enabled Brigade Combat Teams (BCTs), ensuring that our armoured forces (the cornerstone of our contribution to NATO) remain structurally relevant as our adversaries adopt increasingly assertive postures; and equipment programmes that will deliver world-beating capa- bilities by the end of the decade, guaranteeing continued tech- nological advantage. In short, though the challenges are many, Army strategy is on the front foot and the future remains bright.
Throughout 2021, KRH officers have contributed significantly to areas as diffuse as Land Special Operations, Armoured BCT transition, Army Reserve transformation, affordability and deliv- erability of the Army’s equipment programme, strategic air-land integration, serious crime investigation across Defence, the Army’s global laydown, and many, many more. The fast-paced nature and wide variety of work within the Strategic Centre guar- antees that no two days are the same and empowerment is the only workable methodology. SO2 and SO3-led briefs find their way immediately to starred officers and ministers, with views from all levels sought and respected. The people are entirely admirable, and the green shoots of recovery are starting to reap- pear (AT, sport, and professional development).
For the KRH specifically, although some detail and sequencing remains subject to refinement, the prognosis is again positive. Remaining in Tidworth, the Regiment will transition to AJAX in due course, operating as the armoured cavalry unit for one of two fully-resourced Third Division Armoured BCTs. The four sabre squadron structure will remain, albeit with one provided from the Army Reserve on mobilisation. Increased reserve integration will require a subtly different approach, but it will enhance com- bat effectiveness, through increased mass at time of crisis (the ‘warfighting increment’) and added diversity of both thought and background – essential on the modern battlefield.
Whilst maybe lacking the glamour of a battlegroup assault, work in the Strategic Centre of Army HQ is rewarding. Access to the heart of decision-making is enlightening, and 2022 promises to be no less ‘interesting’ for those ready to take up the mantle...
NCLP/PJP/HGSF/HBB
The Regimental Journal of The King’s Royal Hussars 67
Hawks in HQ
1
ers, James Porter (Strat London/the Cabinet Office); Alan Ponde, Beatrice Ormerod, and WO2 Pople (Fd Army); Justin Kingsford, Charlie Valdes-Scott, George Tyson and Richard Preston (Army Programmes); and WO1 Davies laying down the law as Garrison Sergeant Major. We also wish Lt Col Andrew Harman all the best for the future, as he retires from a stint in D Sp.
Elsewhere in Andover, the KRH has also been well-represented by, among oth-