Artificial intelligence, autonomy, cyber capabilities and advanced data analytics are changing how Defence operates and generates capability, but their effects on people, organisations and workforce models will not necessarily be predictable. Defence must exploit these technologies while retaining appropriate human judgement, accountability and operational effectiveness.

This will require more than redesigning individual roles. It raises fundamental questions about organisational structures, leadership, culture, human-machine teaming and the balance between people and automated capability.

Technological change, shifts in the strategic and operating environment, and changing workforce expectations will continually reshape the skills Defence requires. Yet forecasting specific future requirements is inherently uncertain, and Defence cannot assume that every capability should, or can, be developed and retained internally.

Defence therefore needs to become better at anticipating changing demand, developing skills at pace, and deciding which expertise it should build and retain internally and which it should access through different parts of the Whole Force.

The labour market from which Defence draws its people is changing. Demographic, economic and social trends are reshaping both the supply of talent and individuals' expectations of work, while Defence faces competition for scarce STEM, digital and AI expertise from employers in the UK and internationally.

At the same time, Defence's employment offer, entry routes, vetting processes and career models may constrain Defence's ability to access the people and expertise it needs at the pace required.