Governance

The point at which a program hands over to operations is not the end of the governance challenge. It is the point at which the consequences of every governance decision made during acquisition finally become visible and attributable. For the program owner, transition is where the record of how the program was governed is read […]

After more than two decades working across Defence acquisition, sustainment, systems engineering, and capability assurance programs, I’ve become increasingly convinced of one thing: Most major Defence programs do not fail because the technology is impossible. They fail because governance progressively loses the ability to control complexity. In several large Defence programs I’ve supported—spanning integrated tactical

In Defence, delivery failure is rarely technical — it’s structural. One of the most persistent challenges in complex Defence capability programs is not catastrophic failure — it is gradual, almost imperceptible drift. Program drift rarely begins with a major event. It starts quietly: Over time, the program slowly separates from its original engineering intent. Across