This article began as a response to Daniel Cook’s recent article on ‘Turning the Tap Off – Stopping the Flow of Pointless Jobs in the Royal Australian Air Force (RAAF)’ (Cook, 2023); as such, it will address some of the points raised in that article within the context a broader trend towards what I term ‘military populism’.
Stick with me now—we are nearly there! For those of you still with me, welcome back.
It is a relatively common trend that solving an organisational strategic issue reveals another.
With the implementation of digital technology, came the resistance to change and
implementing change agents brought about the awareness of having a safe-to-fail culture.
Welcome once again back on the rollercoaster!
Warrant Officer (WOFF) David Turnbull provided his insight and point of view (Turnbull, 2023) on the struggle of getting the best people into Capability Acquisition and Sustainment Group (CASG). Whilst it is a great read and the scene is set for further nail-biting episodes, the one standout observable from my point of view is that his theme is focussed on the ability or struggle of encouraging Enlisted Aviators to seek employment within CASG.
Technology is a key driver for Air Force capability.
What are the national challenges and opportunities for Australia with respect to future energy; especially for powered flight?
The Air Power manual encourages creativity and curiosity to enable airminded practitioners from all services to conceive of and build joint air power contributions to meet future challenges.
The current RAAF organizational structure is top-heavy, unbalanced and too compartmentalized. This results in stove piped training, which inhibits high-end, networked and integrated joint collective training.
