In the private sector, we are seeing organisations build new products, services and experiences that connect deep human and business insights with the possibilities of technology to define and deliver new realities – experiences that can make lives easier, healthier, safer, productive and rewarding.

Similarly, the defence sector is facing a new class of organisational issues that are complex and involve people and technology. Designing from an understanding of human experience will be critical in creating effective solutions that deliver on the promise of new technologies.

Adapting to human+: For most of us, technology is now a fundamental part of our working lives, particularly in a world where remote working is becoming more important. We have become human+ workers: our own skills and capabilities augmented by technology. This growing collaboration between humans and technology creates new opportunities, but also presents new challenges.

Like many of today’s enterprises, defence organisations are still optimised for the workforce of the past, leaving a disconnect that stretches across the organisation. To thrive, defence leaders must rethink the way they hire and train, adopting approaches that are better suited to the adaptability of the human+ workforce.

That includes seeking out the untapped talent within their existing workforces, reskilling and better matching current employees with new roles and opportunities.

It requires a human+ mindset from the start – where every new technology, every new role and every new process is designed with the human experience in mind.

From the outside in: Outside of defence, businesses can transform how they innovate by focusing on maturing digital technologies, scientific advancements and emerging DARQ technologies (distributed ledger technology, artificial intelligence, extended reality and quantum computing).

These technologies could inject skills and innovative thought into defence organisations where, as in any industry, the ability to facilitate continuous innovation is vital. The question of how to adapt the best of private sector technology for defence, remains.

It is a vital question, if defence organisations are to keep up with other nations on the battlefield and at home.

The ability to innovate at speed is justifiably offset by heightened legal, moral and security concerns. We need ways to bring “thinking from the outside” and adopt and adapt for defence needs.

The responsibility of investing in the future of Australia’s defence and national security is immense.

Designing from an understanding of human experience is critical in creating effective capabilities that will meet the challenges of an uncertain future and keep this country safe.

All the better that we invest in growing sovereign Australian capabilities as part of this.

Matt Gollings leads Accenture’s defence practice globally.