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.
Conquest’s Third Law and the quiet resistance of institutional reform
Can Defence, and other public agencies, overcome structural inertia to deliver national capability effectively?
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.
Transforming Defence and defence industry
There is a need to adopt an enterprise approach to supply chain resilience that reduces the risk of interference in the development and delivery of capability but also ensures sufficient depth in Australian industry’s capabilities and skills.
We want to build nuclear submarines, but what about everything else we have to build?
Generating and sustaining a shipbuilding industry in Australia is not a challenge for the Navy, Defence, or Industry alone. It is one part of a national challenge where a skilled workforce is an increasingly rare resource.
Transforming Defence and defence industry
How effective is the relationship between Defence and defence industry in ensuring Defence and the national industry support base can mobilise to meet potential threats?