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Ian Jenkins's avatar

A problem well encapsulated Rob. It occurred to me when commenting on Defence Planning Assumptions for the original SDR, that it was impossible to define and get endorsement of a potentially key - if missing - component, that of 'political ambition,' or 'will.' Without it, DPAs should always come back to threat-based assumptions on potential engagement to drive capability, but inevitably end up being more about 'what could we do with what we've got or can afford now'.

The current (and past ) governments seem oblivious to what's already less of an assumption and increasingly more a probability ........

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Geoff Maple's avatar

Another superb article Rob. Thanks. I can’t help a comment this morning having contributed to a SDR submission. Whilst I’m not going to go into any classical theories of strategy, but Ends, Ways, Means, I’d suggest is still relevant for this next SDR. There’s a reason why ‘means’ comes last. After the strategic analysis, you either find more ‘means’ to match the analysis or you prioritise and do the most important strategic objectives you can afford. But it must, in my humble opinion, only be in that order.

I so agree about the Army being a deterrent. A strategic deterrent. I’d also suggest that industry as a strategic deterrent is key too. Certainly, manufacturing industry, but also service support industrial partners too. Any enemy should look at us and determine that our Armed forces on Operations will never run out or never be unsupported by their industry or never be left behind in innovation. That should serve as a pretty powerful factor in deterrent too.

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