Management Consultants: Public Servants?
Although consulting firms primarily help businesses, it should not be forgotten that they also frequently serve governments. Here’s an example: In the 1970s a team from
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Management Consultants: Public Servants?
Although consulting firms primarily help businesses, it should not be forgotten that they also frequently serve governments. Here’s an example: In the 1970s a team from
Management Consultants: The Smartest Guys in the Room?
Departments across the Ministry of Defence increasingly employ external management consultants. McKinsey’s contribution to the Army Command Review is a recent example. Talent from the
Improving the Military Offer
The Army currently advertises its offer to new joiners as a means of ‘belonging.’ Much is made of opportunities for camaraderie, travel, adventurous training and
Speaking Truth to Power; Why is it so Hard to Tell the Boss they are Wrong?
“There followed a classical situation in which a commander of a lower formation could not tell his superiors they were talking through their hats.” The
Future Deployable Headquarters – Small, Distributed & Dislocated
Years of campaigning in Afghanistan allowed British military HQs deployed into theatre to increase in size. This increase was both in terms of number of
Using Language
This post discusses the British Army’s approach to language training, its recent changes, and how it might improve in future. The British Army has opportunities
The Army and the Changing Character of Conflict
The ever-changing character of conflict has long caused headaches for defence and security providers. These headaches have emerged from these providers’ attempt to mitigate against
Diversity, Divergence and Debate: Professional Development Through Professional Discussion
“I love argument, I love debate. I don’t expect anyone just to sit there and agree with me, that’s not their job” – Margaret Thatcher Let’s
Mission Command; The Fall of the Strategic Corporal & Rise of the Tactical Minister
General Krulak coined the phrase ‘Strategic Corporal’ in 1999 before the campaigns in Iraq and Afghanistan. He predicted that in increasingly complex operating environments there