Just a couple of things about the Mogami CIC. It does look good. My view is that combat operators and warfare officers will like it (on the asumption that it is the final selection). It is however not that revolutionary or different to more traditional CICs.
Many of the components are similar to existing CICs. If you walked into the ANZAC CIC it would have modern consols for AAW, USW, EOTS and comms. It would have command positions and plot tables similar to the Mogami video. Just different brands.
The ANZACs also have Link16 and communicate with other assets (ships and aircraft) across it. There is a nice circular arrangement for the Mogami, but otherwise function for function the Mogami CIC is relatively similar to the ANZAC in capability and work arrangement.
In some cases this would be analogous to Google/Apple/Windows type view points
I think the video might have oversold link 16. Yes it can connect platform target pictures and can be used to provide a remote firing solution (aircraft to ship, ship to ship, ship to shore, ship to satellite, etc). It can work with Aegis and it can work with other combat systems just as well. It's not new, it's a 1980s technology. It is good, but its not space aged.
What the ANZAC doesn't have is the u-beaut 360 deg screens around the CIC. These are great but not essential. ANZACs also do not have the machinery operation and damage control consols within CIC, these located in the MCC down near the engine rooms. I will note that including these in the CIC will make it very noisy (maintenance technicians have no idea how to speak quietly).
I would add that the current configuration ANZACs, let alone the enhanced configuration that was planned were very capable second tier warships.
The issue is the hulls were too small and too old.
We had everything available to design and build an extremely capable, and superior tier II warship for the RAN instead of upgrading the ANZACs again, and starting the Arafuras.
Designing and building the ship platform is easy in comparison to integrating and upgrading systems, especially on a too tight, too old platform.
Why didn't we do it?
Maybe politics, maybe something else, I believe it's cultural cringe and poor leadership. The average Aussie, I include politicians, senior public and private sector leaders, as well as the average worker or person, honestly believes smart, qualified people are stupid and incompetent.
We happily follow admin types, clerks, MBAs, lawyers, union officials, even tradies, sports stars, celebrities, single issue dropkicks, and billionaires, so long as they are "a good bloke" and don't seem too smart. Hell we even label many of them as geniuses when they demonstrably aren't.
But stand up an engineer or scientist, or even a technical professional as a leader, and everyone tears them down.
The things that work well in this country are the things that are run by small teams of professionals that fly under the radar. Why, because the second they are big, there is a conga line of self agrandising prats demanding all the senior roles, recognition and rewards.
I've been on well run small projects that work well, that are then wrecked as they grow and are taken over by thrusting MBAs and their sycophants.
Government then tries to fix them by bringing in retired (passed over) leaders and overseas experts. The situation is recovered but the projects reputation is shot. The mess is blamed on the "stupid smart people" who fixed it, as the guilty parties move onwards and upwards.
The whole process then repeats.
What is the answer?
Stop promoting and listening to unqualified, inexperienced, non technical, often unintelligent, while sidelining technical experts and in particular, technical generalists.
That is probably the biggest issue, technical experts are tolerated as subordinates to non technical managers, who classify themselves as generalists (because they have no technical knowledge at all) but technical generalists are deliberately excluded from all but the lowest levels.
Every major defence, in particular naval project, should have a technical generalist, a senior operator ( ideally in PM or capability roles) and a senior maintainer, at the highest levels. The admin and non technical PM's should be in support, not leading and not advising government.