Thinking Change in the Armed Forces

History is replete with examples of radical, modest and even failed transformations, thus revealing the fact that the armed forces are intrinsically not flexible enough to accept transformational changes. The prime drivers for change have been the emerging nature of conflict, and the development of cutting edge technologies for war fighting. It is a well known fact that introduction of new ideas and technologies usher in new dynamics and constraints, thus necessitating complementary changes in structures, policies, procedures and practices. New ideas can be intrinsically nebulous and unproven – implying undertaking organisational change – without knowing where it is headed. This necessitates an open ended transformational model for absorption of new ideas and technologies, while in the interim organisations continue to exploit old and proven methods.

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