PLANNING - Step 3 - Building the Attack Engine
05.04.00 Mission vs. detailed C&C.

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 attack 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.
(2) Six Critical Vulnerabilities Found in Contemporary Sales and Marketing Organizations. Mike Smock