Can do, will do’ culture
13.72 The ‘Strategic Goal’ played straight into to the hierarchical, process-driven, but otherwise wholly admirable, ‘Can do, will do’ culture of the Armed Forces. Unfortunately, ‘Can do, will do’ became ‘Make Do’.
13.73 Every platform and department was expected to deliver its share, irrespective of special pleading. Ambitious officers on short two-year tours saw delivering, and being seen to deliver, whatever ‘change’, savings and efficiency targets that were demanded as the route to preferment.The zealots were on the fast track to promotion.
The report highlights the problems across the whole of the logistsics and procurement world; the consequences highlighted here quite rightly concentrate on Airworthiness failings but the criticisms also cut across promotion and the wholesale acceptance of the 'Business culture'.