British Army Review #186: Our slice of the Alliance

FROM THE EDITOR

An institution renowned for the quality of its leadership – a wealth of ‘captains’ spread across the ranks with a seemingly ingrained ability to ‘coach’ the best out of individuals and collectives, and consistently grind out positive results – probably doesn’t need telling that Defence is the very epitome of a team sport.

And having only ever been applauded off a football pitch once (a consolatory nod to the stretcher I was being carried on rather than by virtue of any deft touches displayed), I have little in the way of expert insight on the subject of sporting synergism to proffer. Forgive me, therefore, for stating the startlingly obvious. Protecting the United Kingdom by being ready to fight and win wars is a purpose best served in the company of others. No single Service has the necessary strength in depth to consistently match the security challenges posed by an increasingly dangerous and unsettled world. Stove-pipes need shattering and – from a domestic perspective – joint thinking is a necessity and cannot be the sole preserve of those in uniform. As argued by Lieutenant General (Retired) Sir Paul Newton later in this issue of The British Army Review, the rhetoric of the ‘Whole Force’ concept must become a reality so that relationships between Service personnel, civil servants, other government departments and industry can be relied upon in any future hour of need faced by the country.

You really can’t surge trust, so it is also encouraging to read on the pages that follow that the British Army is very much on the front foot when it comes to nurturing and committing wholeheartedly to its partnerships with international allies. Whether in the form of NATO, the Joint Expeditionary Force or other multinational coalitions, significant effort is being exerted to enhance the interoperability that will inevitably be demanded by tomorrow’s operations. The need to be part of a multi-domain team – united in cause and with a shared understanding of each other’s tactical strengths and weaknesses – has never been more critical.

Despite being an habitually disappointing defender during my playing days, I have always been acutely aware that teams that talk have a competitive advantage. So I leave you with this closing thought – do not dismiss out of hand the ‘marginal gains’ that contributing to this publication may realise. A good idea can only evolve to become a match-winning strategy if it is socialised. – Andrew Simms