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.
Whether a unit is deploying to the CTCs or Iraq, the HHOC can apply and refine the tenets.
Taking the tenets and adjusting your company to facilitate mission accomplishment is just part of the battle in transforming the role of the HHOC in an MI battalion.