Everything you do is part of a complex life cycle

 

The challenge of this is often underestimated. Aligning data, processes and people is difficult in

the face of complexity. Skills are being lost as gaps between equipment programmes increase.

New technology offers opportunity but also risks increasing complexity.

 

Once the programme  pressures start to bite, teams start to improvise. This leads to a culture

of firefighting, rather than a culture that rewards planning ahead of time.


Everyone knows change is needed, but how do you know where to start?

 

Getting to the root of the problem

Whether it’s schedule delays or ballooning costs, there’s often a misplaced focus on where problems in defence programmes are most visible. But often the root of a problem can be found much earlier in the life cycle.

Solving these takes a whole enterprise approach and the tenacity to see it through. We can work to improve systems, planning and collaboration. But this doesn’t go far enough.

The solution requires that silos be broken down, and a shared vision created.

You have to take control before you can optimise

In the absence of root and branch change, systematic control of costs and schedules becomes almost impossible:

  • In nearly half (42%) of major weapon acquisition programmes, the unit price is a quarter more than quoted
  • Average overrun of projects: 2 years and 4 months
    [source: European Institute for Security Studies]

This means the value of new platforms and programmes will get called into question more and more. With less activity comes less innovation, and that’s when UK competitiveness on the global stage starts to suffer. Yet, hidden in all of this complexity are fixes that could save £millions.

We’ve supported the delivery of unheard-of improvements in programme performance and delivery, including:

  •  A 24% increase in workforce productivity in a naval maritime build facility
  • £120m saved on construction of the Navy’s biggest ever warship, with the workforce effectively doing 3 days’ work in 2
  • Improved schedule adherence on a naval maritime construction programme, saving 400 days on the critical path

Jane's Defence Weekly

For more than a decade Newton has been involved in some of the highest-profile defence programmes.

 

Read the interview with Newton's Head of Defence and Aeropsace - Phil Sunley.

    We have worked side-by-side with your people to deliver a transformation in the way defence programmes are delivered.

    This has been done by basing decisions on analysis of the facts - not habit or assumptions. By targeting effort only on the changes that matter - then investing fully to drive those changes through.

  • Our approach

    GuAranteed Results

    Measurable and deliverable impact is the sole basis on which we’re paid. We only undertake projects where we know significant improvement is possible with a committed, collective effort. Our fees are 100% dependant on delivery, so that we share the risk of every project.

  • Coalface to boardroom and back

    When the data doesn’t exist, someone has to roll their sleeves up and find out what’s going on at the coalface. We bring insight from there to the programme leadership. Then work alongside both to implement the right changes.

  • Evidence not opinion

    To challenge deep-held beliefs and change the status quo, you first need the hard facts. We are in a unique position to help you pinpoint - from engineering through to build and in-service support, across a complex supply chain - where the biggest opportunities for improvement lie.

Everything starts with data.

Everything we do is built on the foundation of data. Of facts. Of insight.

And that's what makes us able to deliver big impact, quickly.

 

Phil Sunley Steve Wilson
Phil Sunley
Partner
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Steve Wilson
Partner
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Anything is possible.