HHOC MI doctrine was challenged to fit the ever-changing battlefield and in doing so, we created new TTP and standing operating procedures (SOPs) that focused on Field Trains operations and support missions.
An MI battalion consists of five organic companies: three direct support (DS) companies typically attached to one of the maneuver brigades, one general support (GS) company that provides intelligence and electronic warfare (IEW) support across the division area of operations, and one HHOC that provides maintenance, staff, and intelligence support to the battalion and division.
In order to address numerous mission requirements, the 501st MI Battalion HHOC moved away from the modified table of organization and equipment (MTOE) and created five platoons within the company (see Figure 1).
While the company conducted a vast amount of training and planning preceding deployment, HHOC had to refine many TTPs once the company arrived in Kuwait.
The five tenets are a framework for HHOC commanders to develop their own TIP.
The answer was to establish MSTs from HHOC to provide maintenance DS to the MI companies.
In addition, HHOC could reinforce an MST if that company was with the main effort.
The result was a highly mobile support team the HHOC could reinforce and interchange while confronting logistic issues at the point of failure rather than waiting for a call.
The Battalion Commander or S3 and I as the HHOC Commander conducted daily synchronization meetings to ensure we addressed all requirements.
The HHOC created two MRTs to support the Battalion's move north.
Typically, the HHOC would collocate with the Battalion S4 in a Field Trains configuration consisting of several tents.
Furthermore, the HHOC established an effective cross-training program focusing on small-unit tactics.