In 2024, as part of the Army force structure (ARSTRUC) transformation, the Army Chief of Staff identified the 2nd Brigade Combat Team, 101st Airborne Division (Air Assault) as a transformation in contact (TiC) unit. The Army tasked the brigade with testing new formations through a full training cycle, culminating in a combat training center (CTC) rotation. In response, 2/101 transformed into a mobile brigade combat team (MBCT) to evaluate the Infantry Squad Vehicle (ISV). Under the new ARSTRUC, the Army moved enabler battalions to division-level control, leaving three infantry battalions in the brigade. The TiC initiative allowed 2/101 MBCT to establish a multi-functional reconnaissance company (MFRC) and three multi-purpose companies (MPCs). The brigade designated the MFRC as its primary reconnaissance and targeting asset while the MPCs will conduct security and counter-reconnaissance operations for the infantry battalions.

The MPC replaced the heavy weapons company within the infantry battalion. In the past, the battalion’s enablers — such as the scout platoon and mortar platoon — were organized under the headquarters and headquarters company (HHC). However, the establishment of the MPC centralizes these assets under a single command, consolidating the battalion’s enablers and adding new capabilities such as the anti-tank platoon and robotics and autonomous systems (RAS) platoon. This reorganization provides a significant advantage. Historically, the HHC commander was burdened by the conflicting demands of both staff sections and specialty platoons in garrison. In the field, the HHC commander was delegated to oversee the combat trains command post (CTCP) while the battalion commander and staff managed the enablers. With the advent of the MPC, a dedicated maneuver company commander now ensures that enablers are fully integrated into the battalion’s operations, thereby giving the battalion commander greater freedom to make informed decisions and command and control (C2) the fight more effectively.

Figure 1 — MBCT Task Organization

Figure 2 — Multi-Purpose Company Task Organization

The MPC Commander as a Staff Officer

The role of the MPC commander extends beyond tactical leadership on the battlefield. In both garrison and operational environments, the MPC commander must function as a staff officer, closely collaborating with key battalion staff members. This collaboration begins in garrison, where the MPC commander develops a strong working relationship with the S-2 (intelligence), the fire support officer (FSO), and the protection officer within the S-3 (operations) shop. Together, they form a fusion cell, ensuring that all of the battalion’s enablers are integrated into the mission. This coordinated approach prevents the stove-piping of information within specific sections, guarantees that no assets are overlooked, and provides a maneuver commander with the ability to validate the feasibility of how the staff intends to integrate enablers into the battalion’s overall maneuver plan.

In preparation for Joint Readiness Training Center (JRTC) Rotation 24-10, the MPC commander of 1st Battalion, 26th Infantry Regiment worked closely with members of the fusion cell. The MPC holds most of the battalion’s short-range and medium-range unmanned aerial system (UAS) assets in addition to its scouts. Collaboration with the S-2 was critical in developing realistic collection plans and clearly defined priority intelligence requirements (PIRs) that would lead to actionable decisions by the battalion commander. The MPC and S-2 shop also played a key role in devising 2/101 MBCT’s tactical deception plan, which utilized Wi-Fi and Bluetooth decoy emitters to mislead the enemy. In coordination with the FSO, the MPC commander developed a shared understanding of key considerations such as mortar section displacement times, standard fire mission round counts, and load configurations for each mortar section. Additionally, the often-overlooked warfighting function of protection became a priority as we developed techniques on planning the integration of Stingers and counter-UAS systems prior to the rotation.

A 2/101 MBCT drone operator conducts reconnaissance.

In the field, the MPC commander contributes significantly to the military decision-making process (MDMP). Upon receiving a mission, the MPC commander should immediately move to the battalion’s main command post (MCP) to analyze the mission and advocate for the effective use of enabler platoons. By working with the fusion cell and the battalion commander, the MPC commander helps develop reconnaissance guidance, PIRs, an information collection matrix, an initial fires plan, and the scheme of protection. This collaboration ensures enablers are fully integrated into the mission.

During 1-26 IN’s preparation for JRTC 24-10, the MPC commander participated in the Leader Training Program to solidify the MDMP process. This coordination paid dividends as the MPC commander consistently moved to the MCP upon receipt of a mission, helped develop essential planning outputs, and then returned to lead the platoons in tactical operations. This system ensured that 1-26 IN maximized the effectiveness of its enablers in shaping the fight for the rifle companies.

Figure 3 — Multi-Purpose Company Commander’s Role in the Military Decision-Making Process

The MPC Commander as a Maneuverist

While the MPC commander serves a vital staff role, he/she is also a maneuverist who leads the company on the battlefield. The MPC is a modular unit that can fight in various configurations depending on the battalion commander’s vision. The platoons may operate independently as organic enablers, as a consolidated company, or as multi-functional reconnaissance teams (MFRTs) that combine reconnaissance and anti-tank capabilities. The MPC commander’s experience and leadership are best utilized forward with the enablers to deal with friction points and consolidate reports for the battalion.

At JRTC 24-10, 1-26 IN ensured that the MPC commander remained forward during operations. Upon the initial joint forcible entry, the MPC as a whole established a screen for the battalion, kept platoons organic during defensive operations, and organized MFRTs to conduct counter-reconnaissance during offensive operations. The MPC commander’s forward presence allowed him to resolve issues related to communication and sustainment quickly and make tactical decisions in alignment with the battalion commander’s intent.

Conclusion

In conclusion, having a company commander solely dedicated to the training, employment, and maneuver of a battalion’s key enablers is critical in modern warfare. As technology continues to advance, the integration of innovations in UAS, advanced software, and artificial intelligence will become increasingly essential to improving both the lethality and survivability of military forces. A dedicated maneuverist who can effectively balance the staff work and tactical maneuver will maximize the multi-purpose company’s ability to sense, kill, and protect. This will ensure infantry battalions are better equipped to face the dynamic challenges of contemporary battlefields, ultimately enhancing mission success and operational efficiency.

Notes

1 This graphic is a modified version of Figure 5-1 in Field Manual 5-0, Planning and Orders Production, November 2024.

By CPT Philip S. Tateyama – He currently serves as the commander of the Multi-Purpose Company for 1st Battalion, 26th Infantry Regiment, 2nd Mobile Brigade Combat Team, 101st Airborne Division (Air Assault), Fort Campbell, KY. He graduated from the George Washington University in 2015 with a degree in political science and environmental studies. He attended Basic Combat Training in October 2017 and commissioned as an Infantry officer from Officer Candidate School in April 2018. His previous assignments include serving as rifle platoon leader, headquarters and headquarters company executive officer, and assistant S-3 with 2nd Battalion, 27th Infantry Regiment at Schofield Barracks, HI.

This article appeared as a bonus article in the Winter 2024-2025 issue of Infantry. View this issue at www.moore.army.mil/Infantry/Magazine/issue