Digital Transformation of Defence: An interpretive exploratory inquiry into the Digital Transformation of Defence Organisations

In recent times, Digital Transformation (DT) has become a critical priority for organisations across all sectors, yet its implementation within defence agencies poses distinct challenges due to rigid hierarchies, risk averseness, and operational complexities common in the defence context. In this dissertation, I explored practitioner experiences of DT in defence, focusing on how DT is understood within the organisational structures, leadership approaches, and cultural dynamics of the defence agencies examined in my study. Using an interpretive approach, I utilised in-depth semi-structured interviews with eight defence professionals from both defence and commercial backgrounds from the US and UK to capture grounded data. I applied reflective thematic analysis from Braun and Clarke (2006) to inductively analyse practitioner narratives, capturing nuanced insights into the barriers, enablers, and strategic implications of digital transformation in this sector. Findings reveal that for the defence agencies in scope, leadership deficiencies, cultural resistance, fragmented governance structures, and vendor lock-in has hindered effective digital transformation, while successful initiatives stem from cross-functional collaboration and digital literacy among decision-makers. I also identified the tension between the need for stability in military culture and the need for agility in innovation, highlighting the complexities of integrating emerging digital capabilities within defence entities. Additionally, my research contributes to the field by refining a well-grounded Digital Transformation Research and Practitioner Framework, synthesising existing DT literature with practitioner insights that has applicability to both defence and non-defence organisations. By situating defence DT within broader digital transformation discourse, this study not only advances academic understanding of organisational change in security-sensitive environments but also provides recommendations for defence leaders and policymakers in professional practice. Based on my research, I advocate the need for changes to leadership, cultural reform, strategic investment in digital capabilities and improved vendor oversight to achieve sustainable transformation that is aligned to the core objectives of defence. Finally, the study highlights key areas requiring further research, particularly in digital governance models, upskilling of the workforce, inter-organisational collaboration, and the role of external vendors in shaping defence DT.