Who owns the problems?
The SDR also mentions the Ministry of Defence’s need to “take a data-led approach to understand and address the systemic behavioural, structural, and leadership problems that currently prevent people from progressing within, and delivering for, Defence.” However, there have already been a plethora of review and report (as well as ongoing research) identifying these exact challenges from a range of perspectives. The often unsatisfactory or inconsistent action taken on these reports’ recommendations reflects ongoing challenges in taking ownership of the people space—challenges that require immediate attention and action. Of course, it is important to celebrate the wins as well—but we should not let these distract from the problems that remain and how they can be better addressed strategically.
The SDR rightly states that “there is no quick fix to these challenges,” but that should not become an excuse for passing the baton of responsibility. Recommendation 15 is to “Develop a plan to prioritise and address the structural, behavioural, and leadership barriers to the creation of a more representative and meritocratic workforce that resolutely delivers a more capable warfighting and deterrent force.”
According to the recommendation, “This plan should be established by June 2026. Recommendations for independent oversight of implementation should be made by October 2025.” For those of us with a keen interest in organisational resilience from a people perspective, it was somewhat deflating not to see these plans embedded within the SDR—but we will be waiting eagerly to see what comes next.