How Agile Transformed MBDA’s Mission-Critical Programme Delivery

Adapting to the Challenge: How MBDA Embraced Agility to Deliver Critical Capabilities

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. Tasked with delivering new sea-launched missile capabilities by 2031, the programme faced seemingly insurmountable obstacles, including systemic inefficiencies and tight deadlines. Recognising that traditional methodologies could not meet the challenge, MBDA embraced an agile transformation tailored to the unique complexities of the defence industry.

Comparing this approach to the agile transformations undertaken by Saab with its Gripen E fighter jet, General Dynamics in their software-driven combat systems, and Lockheed Martin in their advanced aerospace projects highlights the innovative yet grounded methodology that enabled MBDA’s success.

The Risks of Sticking to the Old Ways: Missed Deadlines and Mounting Challenges

Initially, MBDA’s projected delivery timelines lagged 3–5 years behind the required schedule, a critical shortfall in an industry where readiness is paramount. Organisationally, MBDAgrappled with the challenges of a matrix-managed structure, siloed communication, and reliance on the rigid CADMID lifecycle. Each of these factors stifled the adaptability and speed required to respond to emerging threats.

These challenges mirrored those faced by General Dynamics, which encountered significant delays when integrating traditional waterfall approaches with modern software development for their combat systems. Similarly, Saab’s Gripen E programme struggled with aligning iterative engineering processes with stringent long-term strategic objectives. For Lockheed Martin, achieving agility in a highly complex, multi-disciplinary environment required overcoming deep-rooted cultural and procedural inertia.

MBDA needed a shift in processes and a transformation in how it approached delivery, collaboration, and leadership.

What’s at Stake? The Consequences of Failing to Change

Had MBDA continued with traditional approaches, the consequences would have been severe. Operational gaps from delayed delivery would have left partners reliant on outdated missile systems, compromising national security. Beyond immediate risks, failing to adapt could have impacted on MBDA’s reputation as an industry leader.

The experiences of Saab and General Dynamics offer cautionary lessons. Saab’s Gripen E project demonstrated how delays in embracing iterative approaches can impact both development timelines and stakeholder trust. General Dynamics faced cost overruns due to the inefficiencies of retrofitting agile principles into a predominantly traditional framework. Lockheed Martin’s experience underscores the critical importance of securing leadership buy-in, as resistance to cultural shifts can derail even the most technically sound initiatives.

For MBDA, the risks went beyond the financial. Agility was the linchpin for maintaining relevance and readiness in a volatile global landscape.

A Tailored Approach: Building an Agile Framework That Works

MBDA’s approach to agility blended best practices from across industries while tailoring solutions to its specific context. Recognising that a strict Scrum framework was impractical, the programme adopted a hybrid delivery model. This allowed teams to adapt their processes to the complexities of hardware-software integration, a lesson echoed in Saab’s iterative engineering practices for the Gripen E.

Where General Dynamics relied on bespoke software solutions to synchronise iterative cycles with rigid defence requirements, MBDA streamlined delivery through outcome-driven planning models. These aligned people and resources with measurable results, reducing inefficiencies and improving transparency.

Leadership engagement was a cornerstone of success. MBDA’s senior leaders actively participated in co-creating an agile operating model, mirroring Lockheed Martin’s emphasis on leadership advocacy in their F-35 programme. Furthermore, MBDA prioritised cross-functional collaboration, dedicating 70% of key personnel to the programme to minimise disruptions caused by matrix management, a move that outperformed Saab’s reliance on distributed backlog prioritisation across Product Owners.

Agile governance frameworks were also crucial. By aligning contracting models with UK Government agile guidelines, MBDA ensured flexibility and responsiveness, enabling faster iteration cycles while maintaining compliance with stringent defence regulations.

Real Results: Transforming Culture and Delivering Success

MBDA’s hybrid agile approach delivered measurable success. Operationally, the programme achieved on-time, on-cost delivery, with iterative cycles enabling early identification of bottlenecks and continuous course correction. Teams reported enhanced alignment and collaboration, driven by shorter feedback loops and transparent communication channels.

Compared to Saab’s Gripen E, which focused on retrospectives to foster continuous improvement, MBDA’s proactive stakeholder engagement and dependency management led to faster resolution of systemic challenges. Similarly, while General Dynamics relied heavily on bespoke toolchains, MBDA’s integration of tools like Jira and BigPicture ensured real-time visibility and accountability across workstreams.

On a cultural level, MBDA achieved a significant shift. Empowered teams operated with autonomy, fostering a mindset of innovation and problem-solving. Lockheed Martin’s experience underscores the value of this transformation, as cultural inertia often proves the greatest barrier to sustainable change.

Beyond Delivery: Sustaining Agility for Long-Term Impact

MBDA’s success offers a roadmap for integrating agility into defence programmes. The next step is embedding these practices into future initiatives, refining the agile blueprint, and addressing systemic constraints that continue to limit the full potential of agility.

For Saab, General Dynamics, and Lockheed Martin, agility remains an ongoing journey. Each has demonstrated the importance of aligning technical processes, leadership advocacy, and cultural transformation to achieve lasting impact. MBDAs experience adds to this narrative, showing how a tailored, pragmatic approach can overcome entrenched barriers and drive meaningful results.

As the defence industry evolves, agility will be critical not just for meeting deadlines but for maintaining relevance and readiness in an unpredictable world. MBDA’s journey serves as both an inspiration and a challenge for others to follow.