Some IR thoughts. If perhaps we stopped changing and innovating for a moment and allowed our lessons process to work, rather than interrupting it with ‘good ideas’ and reorgs. We might find a calmer more confident space from whence to ‘pivot’.

See... no one gets awards for saying “Perhaps we should finish the work we still haven’t done. Update that doctrine, review that course, implement and monitor that change.” It is like poor staff work..

We through lots of ideas, lacking in priority and analysis at the wall. Intellectual chaff that diverts is from the basics. And we fear simplification because we don’t want to let go of any of the ‘good ideas’. We get so fixed on ‘what if’ we fail to see the strength of

Building competencies through a smaller sub set of skills. There is great work in the Army on training as an engine for change. But that engine needs to be maintained and not over tinkered with. It needs capability to listen to it - training is not the afterthought

Of procurement. It should be, with doctrine, two of the major walls that build capability and inform development. And if we can accept that, and it’s importance, then reviews should begin their process by talking with the training engines for each service