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 the face of pressing geopolitical tensions and the urgent need to replace aging missile systems, MBDA launched the £2.5 billion FC/ASW missile programme.

The defence sector faces inherent challenges in delivering complex programmes within strict timeframes, often compounded by regulatory, organisational, and cultural constraints.

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

In the defence industry, programme delivery often operates in a high-stakes environment with significant financial and operational constraints.