In a defence organisation beginning the journey toward agility, quick wins are essential for building momentum, gaining leadership support, and demonstrating value without disrupting critical operations.

Jon and I spent a few days in Munich, were we filled the room to speak about the challenges of executing a more agile delivery in the Global Defence Industry.

We covered why agility in Defence matters (to everyone), the 3 BIGGEST constraints to agility (and therefore reducing the time and cost of a program delivery) and the killer patterns we have found that have worked across multiple clients, plus a few real world anecdotes from our time in defence.

Recently we spoke at the Digital Leaders 7th Public Sector AI Week where we gave our insights and thought leadership about the Ethics, Security and the future of AI in UK defence.

See our talk here.

Artificial Intelligence (AI) is now central to military competition between global superpowers. Who will control this technology, and how will it shape global power? AI-driven defence capabilities are rapidly evolving, with nations investing heavily in autonomous systems, data-driven decision-making, and AI-powered offensive and defensive measures.

As artificial intelligence (AI) assumes a greater role in defence, we must confront a difficult and pressing question: should machines be allowed to make life-and-death decisions on the battlefield? The ethical implications of AI in warfare are vast, ranging from the risk of biased algorithms to the potential rise of fully autonomous weapons.

Modern warfare is no longer confined to physical battlefields. Artificial intelligence (AI) is shifting the domain of conflict into cyberspace, where AI-driven cyberattacks and misinformation campaigns can be as disruptive as conventional military operations.

In the fast-moving defence sector, where agility and innovation are vital, a global client approached Taurus Consulting to reduce their time-to-market for a critical product.

Amid widespread disruption, delays, and escalating costs, the client’s ability to deliver on critical defence programs was at risk.

The UK defence sector faces significant challenges in delivering complex systems within constrained timelines and budgets. Traditional leadership models, which rely on hierarchical decision-making and rigid processes, often fail to provide the adaptability and responsiveness needed in today’s fast-changing environment.

In defence programme management, transformation initiatives often prioritise systems, processes, and technology, neglecting the people who must adopt these changes.