Every campaigner has experienced the delays and wasted motion created when attempting to get a press release approved, a new logo approved, a new ad created, etc. The Campaign Engine pushes all of these decisions down to the field level and places both the responsibility and the authority in the hands of the campaigners. They then have the ability to execute the tasks necessary to shape events.

John Boyd in his paper titled Organic Command and Control describes the epitome of command and control this way:

“Command and control must permit one to direct and shape what is to be done as well as permit one to modify that direction and shaping by assessing what is being done.”

Further Boyd then goes on to describe the relationship of command and control to his O-O-D-A Loop.

“The process of observation - orientation - decision - action represents what takes place during the command and control process - which means that the O-O-D-A loop can be thought of as being the C&C loop.”

The second “O”, orientation - as the repository of our genetic heritage, cultural tradition, and previous experiences is the most important part of the O-O-D-A loop since it shapes the way we observe, decide and act. Implication - operating inside adversary’s O-O-D-A loop means the same thing as operating inside adversary’s C&C loop.

In MCDP 6 - Command and Control(1), the Marines describe their version of command and control which is quite enlightening and applies directly to marketing and sales campaigning. The Marines describe two forms of command and control called mission and detailed. Mission command and control is designed for unpredictable, rapidly changing situations requiring decentralized organizational structure and front-line decision authority. Detailed command and control is designed for predictable, static situations driven by a centralized hierarchy. Here is how they describe the difference between mission and detailed command and control:

Detailed C&C assumes war is deterministic and predictable. Mission C&C assumes war is probalistic and unpredictable.

Detailed C&C seeks order and certainty. Mission C&C accepts disorder and uncertainty.

Detailed C&C tends to lead to centralization, coercion, formality, tight reign, imposed discipline, obedience, optimizing, ability mostly at the top. Mission C&C tends to decentralization, spontaneity, informality, close reign, self-discipline, initiative, cooperation, “satisficing”, ability throughout.

Detailed C&C communications are explicit, vertical and linear. Mission C&C communications are implicit, vertical and horizontal and interactive.

Detailed C&C organizations are mechanistic and bureaucratic. Mission C&C organizations are organic and ad hoc.

Detailed C&C leadership is authoritarian and telling. Mission C&C leadership is persuasive and delegating.

Detailed C&C is appropriate to science of war and technical, procedural tasks. Mission C&C is appropriate to the art of war and conduct of operations.

Most enterprises and specifically sales and marketing organizations operate with a detailed version of command and control.(2) The campaign engine is based upon mission command and control because it embraces uncertainty, and empowers organic, ad hoc organizational structure.

(1) MCDP 6 - Command and Control. 1997. The U.S. Marine Corp. www.vsente.com
(2) Six Critical Vulnerabilities Found in Contemporary Sales and Marketing Organizations. Mike Smock