19 Nov 2025

Rethinking risk and collaboration: lessons from industry for the MoD

Guest blog by Simon Rust, Chief Technology Officer, National Security at Sopra Steria #DefTechWeek2025

Simon Rust

Chief Technology Officer , Sopra Steria

With the UK government pledging its largest sustained increase in defence spending since the Cold War, to 2.5% of GDP by 2027, the MoD is well-positioned to adopt a more dynamic approach to risk, while fostering deeper collaboration across its vast ecosystem.

At the same time, the Strategic Defence Review 2025 revealed a commitment to reduce the MoD’s civil service costs by “at least 10%” by 2030, while accelerating development and increasing delivery efficiency. These reforms reflect a broader ambition to streamline operations and strengthen national security. However, without meaningful collaboration across defence stakeholders, even the most well-funded and efficient strategies may not reach their full potential.

Evolving from static risk to dynamic resilience

It is important to note that dealing with risk is not unique to defence. Cyberattacks in finance can have severe legal and regulatory implications, supply chain disruptions in manufacturing can lead to production delays, and technological upheaval in aerospace can lead to the costs of projects spiralling out of control. To mitigate these challenges, industries have developed methods for measuring and managing risk.

For example, risk management in regulated industries is often collaborative and based on real-time data, predictive modelling, and proactive governance, to counter emerging threats. In the aviation sector, manufacturers, airlines, and regulators, share operational data to monitor factors such as engine performance and maintenance cycles in real time. Predictive maintenance algorithms then analyse this data to forecast component wear and potential failures, allowing repairs to be scheduled before issues arise. Meanwhile, governance frameworks, such as joint safety boards, oversee updates to protocols and standards in response to new risks.

The defence sector can adopt similar principles if it evolves beyond current frameworks, such as procurement frameworks that potentially limit access to emerging technologies. Specifically, a more flexible mindset could see technology like integrated data platforms being used to consolidate intelligence from across services, or automated feedback loops informing procurement and deployment decisions. This allows the MoD to not only enhance its situational awareness but act on more informed responses to emerging risks.

Collaboration as a strategic asset

The Defence Industrial Strategy, which outlines a desire for collaboration across the entire defence ecosystem, and initiatives like the Defence Industrial Joint Council (DIJC) that aims to build partnerships across defence stakeholders, are examples of how collaboration is shaping defence. However, looking further afield, there are valuable lessons from other industries that can help defence take collaboration even further. These include:

1. Stop describing risk - start measuring it

When it comes to risk, defence often sticks to qualitative red-amber-green scoring. Instead, the industry could move towards more integrated risk modelling, and simulations to provide industry wide procedures and standards for all. For instance, when assessing the risk of a cyberattack on military systems, organisations across the defence industry could use predictive analytics to simulate potential breach points and test response protocols, with the data analysis providing quantitative risk data for assessment.

2. Build security in from the start

Adopting security as a foundational principle, not an afterthought, is the basis of secure by design (SbD), which is now the industry benchmark. However, there are inconsistencies across defence in terms of SbD understanding and adoption, which means there is no unified approach and increases the risk of a security breach.

3. Deliver in smaller chunks

Big-bang projects can result in big-bang failures. Agile industries deliver in increments, gather feedback, and adapt. For example, software companies often continuously test and refine new features rather than waiting for a single perfect product launch. Defence would benefit from that approach by segmenting large programmes into incremental stages, reducing the risk of costly mistakes.

4. Share the pain, share the gain

In the pharmaceutical sector, contracts for drug development often share risk between large companies and smaller biotech firms to encourage innovation. If SMEs and universities carry all the risk in defence, they may be reluctant to contribute. Rebalancing incentives could unleash more creativity and collaboration beyond the usual big players.

5. Learn continuously

Industry leaders treat “near misses” as lessons, not secrets. Defence can do the same: embed feedback loops and refine risk models in real time.

A blueprint for the future

Turning ambition into action that drives collaboration across defence stakeholders should revolve around four priorities:

1. Adopt dynamic risk models

Defence should take inspiration from other industries and shift away from static assessments to data-driven approaches. Real-time modelling and predictive analytics can help anticipate threats and inform faster, smarter decisions.

2. Invest in secure digital infrastructure

Collaboration cannot thrive without trust. Platforms like BluejaySecureCollaboration (Bluejay), which enables people working across the industry and borders to collaborate and communicate securely from anywhere in the world, is an example of how classified information can be shared between government, industry and partners internationally, with integrity and assurance.

3. Empower SMEs and academia

Building inclusive commercial and technical frameworks should be a priority. By rebalancing risk and reward, defence can unlock the full potential of its ecosystem bringing in new voices, ideas, and capabilities through inclusive frameworks.

4. Continue support for key initiatives

Initiatives like the DIJC to institutionalise collaboration and industry mobilisation are a strong foundation, but support must be applied strategically and not as a one-off effort.

Defence stakeholders can’t afford to stall

As outlined, technologies such as Bluejay can help the defence industry both modernise and reduce risk as it enables people working across the industry to securely collaborate regardless of location. It’s the only platform of its kind assured to SbD framework and shows that collaboration and security don’t have to be at odds.

The increasing international security challenges combined with a rapidly evolving technology landscape requires a careful approach to technology. One that balances innovation with risk and learns from other industries, whether this be delivering projects in smaller portions or adopting more integrated risk modelling. To remain competitive and influential on the global stage, the UK must act now. Delay risks losing ground to adversaries who are already leveraging technology to reshape the defence landscape. It is essential the MoD continues to work closely with industry and academia to understand how they can evolve communication into a true strategic asset.

Operationalising DefTech campaign week 2025 #DefTechWeek2025

techUK has launched its Operationalising DefTech 2025 campaign week, highlighting how emerging technologies can strengthen defence capability and accelerate innovation across the sector. The campaign showcases member insights, practical use cases, and opportunities to collaborate on the future of defence technology.

Read them here

Operationalising DefTech: Defence campaign week launch

Launching techUK’s Defence Campaign Week, Operationalising DefTech, techUK is pleased to welcome John Cunningham, the Director of UK Defence Innovation within the Ministry of Defence to brief members on MOD’s evolving approach to new technologies, alongside the co-founder of Anduril Industries Christian Brose, and Sara Sharkey from Prolinx.

Click here to register