Technology and the Roadblock. When Change Meets Organisational Culture

Abstract

History shows us that success on the battlefield is not guaranteed to the side with the higher level of technological advancements. The competitive edge often resides with those who learn how to account for and integrate the required change that technology demands. This is more relevant now than ever before, given the nature of current global geo-political great power competitions. This study investigates how military leaders can manage technological changes within their organisations. Specifically, this research examines the utility of John Kotter’s Eight-Step change management theory as a potential framework. This research cross analyses a review of contemporary change literature with data from semi-structured questionnaires from current military leaders. Four main themes emerge from this primary research: 1.) Military change is constant and technology plays a vital part, 2.) Leaders influence organisational culture which impacts change, 3.) The military relies on a leader’s abilities and not a formalised process and 4.) Current military culture inhibits Kotter’s Eight-Step Model. The research findings further identify the potential positive implications for institutionalising formal change management training into professional military education to equip leadership with a roadmap to managing change and further enhancing current organisational culture.