By Civil Service World

10 Dec 2010

Permanent secretary, Ministry of Defence


In a year of political and economic change, what was the highlight of 2010?
The Strategic Defence and Security Review (SDSR) was tough, but the combination of protection for the Afghan campaign and a clear aiming point for 2020 is a good outcome. I think the SDSR is a product that we should be proud of in protecting the core of defence. The criticism that it was rushed and finance-driven is wrong-headed; it was done the right way round. A review that reported too late to influence the spending settlement would have been ineffective, and the MoD had been working for many months on the preliminary strategic analysis.

What is the biggest opportunity that coalition policies have created for the civil service?
The coalition has given very clear direction to departments that debt-reduction is the top priority. While no-one likes to see cuts in jobs or services, the scale of the spending reductions has given a real impetus to radical thinking, rather than just salami-slicing. At the MoD we plan to reduce [civil service numbers] by 25,000 over the next four years. We hope most will be through voluntary departures. Compulsory redundancies will be painful, but for the much bigger number who remain, we have the opportunity to reshape the department to deliver the best for defence. Lord Levene’s Defence Reform Unit is starting from a blank sheet of paper, and that gives us a once-in-a-generation opportunity to rethink the way we work.

What is the most challenging management task facing the civil service now?
One thing Lord Levene’s team is doing is looking at the distinct but complementary roles of civilians and military. The focus we have been placing on ‘support to operations’ has drawn attention to the wide diversity of civilian roles in MoD: people such as the scientists working on counter-IED solutions, policy advisers seconded to advise Afghan ministers, and project managers back home procuring new body armour and equipment. Ironically, this new appreciation of the diversity of our roles has left some people confused about what the civil service is for, and one of our challenges is to redefine the core roles of civilians in defence.

And what’s the key to succeeding in that task?
The key to success here – as everywhere – is getting the best out of our people. We’ve done a lot recently to improve our understanding of the senior civilian team and we will be taking that still further in the coming months, to get an honest appraisal of the strengths and weaknesses of our managers. When we are going through such unsettling times it is more important than ever for every leader in the business to understand that their job is not just to have a clear vision and communicate it, top-down, but to spend more time alongside their staff, coaching, supporting and enabling them to deliver results.

What was the best Christmas present that you’ve ever given or received? And the worst?
Best (received): one of the original Barbie dolls (circa 1960). I loved the workmanship that went into all the details – zips, buttons, a ball of wool and knitting needles, all on a miniature scale.
Worst (given): a reindeer jumper I (mistakenly) thought my husband might wear for fun.

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