Morgan (Mogsy) Long, Defence Director
The winds of digital transformation are sweeping through every sector, and the Ministry of Defence (MOD) is no exception. But unlike commercial entities, the unique complexities within Defence – intricate legacy systems, stringent security protocols, and the sheer scale of operations – present a distinct set of challenges.
The three front line Commands (Royal Navy, Royal Air Force, British Army) all have published strategies that laid out their plans to modernise, but all are finding it difficult to fully realise the visions that they have set. One reason is the lack of access to military and civil service personnel with the necessary qualifications and experience.
- The Royal Navy has a “Vision to be data and evidence driven, from Strategic HQ to the tactical edge, enabling the integrated force to make smarter decisions and deliver military effects.” Royal Navy Digital and Data Plan 2022-2025
- “The Royal Air Force’s cyberspace profession is dedicated to building, operating, managing and defending critical digital and technological capabilities and infrastructure.” (Building a future ready workforce: the RAF’s approach to creating a digital skills framework, BCS.org, October 2024
- The British Army wants “To become a data-centric, digitally optimised Army by 2030, improving warfighting competitiveness and corporate effectiveness, delivering advantage across all domains.” The Army Digital & Data Plan 2023-2025
So we’re talking about more than just adopting new software. It’s about fundamentally reshaping how the MOD operates, from enhancing battlefield intelligence with AI to streamlining logistics through interconnected data networks. However, this journey is often fraught with hurdles:
- Interoperability nightmares: Integrating decades-old systems with cutting-edge technologies can feel like trying to fit a square peg in a round hole.
- Cybersecurity vulnerabilities: The stakes are exponentially higher when sensitive national security data is involved. A misstep can have catastrophic consequences.
- Talent gaps: Finding individuals with both deep technical expertise and a nuanced understanding of the defence landscape is a significant challenge.
In our view at BetterGov, having a Defence-savvy SME on board isn’t optional; it’s a strategic necessity for delivering outcomes that matter. An SME isn’t just someone who understands the technology; they possess:
- Contextual Intelligence: They can bridge the gap between technological possibilities and the practical realities of defence operations, ensuring solutions are fit for purpose and truly impactful.
- Risk Mitigation Expertise: Their experience allows them to anticipate potential pitfalls, especially in areas like cybersecurity and system integration, saving time, resources, and potentially lives.
- Strategic Vision: They can help leadership navigate the complex digital landscape, identifying the right technologies and strategies to achieve long-term objectives, rather than chasing fleeting trends.
Think of it this way: implementing AI for predictive maintenance on military assets sounds fantastic in theory. But an SME with experience in defence logistics will understand the nuances of deployment schedules, environmental factors, and the specific data points that truly matter for accurate predictions. They can guide the implementation to deliver tangible improvements in operational readiness and cost efficiency.
The digital transformation of the MOD isn’t just an IT project; it’s a national strategic imperative. Investing in and empowering SMEs is the key to navigating the complexities, mitigating risks, and ultimately unlocking the true potential of a digitally empowered Defence force.
