A couple weeks ago at the Small Wars Journal blog, CPT Jeremy Gwinn, a former company commander in the 10th Moutain Division, drawing on FM 3-24, posted a very relevant piece about organizing companies and platoons for the counterinsurgency mission in Iraq and Afghanistan:
"In today’s military, the requirement to conduct tasks far outside traditional specialties is an accepted reality. Operations in Iraq and Afghanistan have taught leaders across the services the need for flexibility and creativity both in action and organization. The recently published FM 3-24 (MCWP 3-33.5) Counterinsurgency (COIN) manual provides an excellent framework for leaders to understand the demands of the COIN environment and draw from recent lessons. With regard to organizing for COIN, the manual makes several valuable recommendations such as establishing a company level intelligence section and identifying a political and cultural advisor. My purpose here is to go one step further, providing additional, specific recommendations for company level leaders organizing for counterinsurgency operations. Some of the ideas presented involve actual changes to task organization, while others involve developing skills internally that, by doctrine, only exist in specialized attachments. These steps are by no means prescriptive, but intended as a starting point for discussion among officers and non-commissioned officers (NCOs) at the company level."
Check out the entire post here.