Rebuilding defence capability begins with rebuilding the bureaucracy
What has often been missing in Defence acquisition is not technical expertise but the willingness to admit from the outset, ‘This is what we do not yet know.’ Instead, program optimism and political expectations create incentives to hide uncertainty.
Defence middle managers decide department priorities don’t apply to them
Leaders need a new place to begin their analysis of the reform problem.
Defence Enterprise culture: The most important capability
The total Defence Enterprise workforce is the delicate system at the heart of Defence capability. There’s no value in elevating one part to the exclusion or diminution of the others. If one fails, it all fails.
From awareness to behaviour change: The micro-foundations of cybersecurity culture
People, culture, and behaviour remain the core risk in cyber security assessments and post-incident analyses. How well do we treat the risk of human behaviour in cyber security?