Imagine standing at the brink of a major breakthrough in operational efficiency within your organisation. Now picture an invisible barrier that subtly hampers these efforts...

When faced with budget cuts, managers often react by delaying expenditures, creating debts within the Asset Management system. This approach can be detrimental, leading to compounded issues over time.

There is a prevailing belief in many organisations that internal variations and changes are the primary causes of project delays. However, I strongly disagree with this notion and can support my position with data.

When faced with budget cuts, managers often react by delaying expenditures, creating debts within the Asset Management system. This approach can be detrimental, leading to compounded issues over time.

In part 4, we propose that in order to meet the strategic and capability requirements identified in the #dsr, #Defence must accept that ideological change in its approaches to sustainment, procurement, and acceptance of risk is required.

In part 3, we explore the result of focusing on the capability outcome rather than the acquisition process, leading Defence to cost blowouts, schedule overruns and strategic capability gaps.

In part 2, we begin to address the comparison between Defences’ current methodology and industrial manufacturing capacity to that of our regional competitors.

As part of a deliberate series, Secora addresses what could become a critical shortfall in Australia’s ability to ensure our own national security.