Defence BattleLab Discovery

Situation

The Defence BattleLab (DBL) was established to drive innovation and collaboration between the Ministry of Defence (MOD), industry, and academia. However, despite its potential, engagement with stakeholders remained limited. The primary concerns revolved around unclear service offerings, suboptimal location, inadequate customer experience, and a congested innovation ecosystem. As a result, DBL struggled to attract and effectively integrate SMEs, which are essential to MOD’s goal of directing 25% of procurement spend to small and medium enterprises.

Context

The Defence BattleLab reached Initial Operating Capability (IOC) in September 2021 and Full Operating Capability (FOC) in May 2022. Despite these milestones, the facility faced challenges that hindered its ability to fulfil its intended role. A Discovery phase was conducted between July and September 2023 to understand the root causes of these issues. The research incorporated desk research, interviews, and surveys, targeting industry representatives, MOD personnel, academia, and partners such as Dorset Council.

Key findings from the Discovery phase identified critical problems:

• Unclear Service Offerings: Many stakeholders, including MOD personnel, SMEs, and academia, did not understand what services the DBL provided or how to access them.
• Location Issues: The DBL’s remote location was a barrier to engagement. Potential visitors questioned the value of undertaking a long journey, especially without guaranteed benefits.
• Poor Customer Experience: Booking systems, registration, and access processes were inconsistent and inefficient.
• Lack of Access to End Users: SMEs struggled to connect with the MOD personnel who would ultimately use their innovations, hampering meaningful product development.
• A Confusing Innovation Ecosystem: Overlapping MOD innovation initiatives created complexity and redundancy, making it difficult for businesses to navigate opportunities effectively.

Activity

The Discovery phase was structured to systematically assess and validate these challenges. Research methods included:

• Interviews: 27 one-hour interviews were conducted with MOD representatives, industry stakeholders, and academia to capture qualitative insights.
• Surveys: An online survey gathered quantitative data on stakeholder awareness, engagement barriers, and potential improvements.
• Desk Research: Analysis of previous reports, MOD strategic documents, and innovation frameworks provided contextual grounding for findings.

The research approach focused on mapping out pain points and identifying actionable recommendations. A structured Fit For Purpose framework was used to evaluate the effectiveness of DBL’s offerings, highlighting areas that required immediate improvement.

Result

The Discovery phase led to several significant findings and strategic recommendations:

1. Defining Service Offerings: DBL must clarify its value proposition. A structured service framework, clearly communicated through marketing and stakeholder engagement, was proposed.
2. Enhancing Accessibility: Location concerns could be mitigated by improving digital collaboration spaces, offering remote engagement options, and establishing partnerships with other MOD innovation hubs.
3. Improving Customer Experience: The booking and registration processes should be overhauled to reduce friction. Additionally, on-site amenities such as better infrastructure and storage facilities could enhance the visitor experience.
4. Facilitating End-User Access: DBL should act as an intermediary to streamline SME engagement with MOD users. A dedicated liaison officer was recommended to facilitate these connections.
5. Clarifying the Innovation Ecosystem: Simplifying the engagement process through a centralised MOD innovation framework was recommended, reducing duplication and making it easier for SMEs to participate.

Impact

The Discovery phase provided a comprehensive roadmap for the DBL to reposition itself as a vital enabler of Defence innovation. By addressing service clarity, accessibility, user experience, and stakeholder engagement, the DBL can:

• Increase SME Participation: Clearer pathways to engagement will enable smaller businesses to contribute effectively to MOD projects.
• Enhance Innovation Efficiency: Streamlining interactions between MOD and industry will foster more rapid development and adoption of new technologies.
• Improve Strategic Alignment: A well-defined role within the broader MOD innovation ecosystem will ensure DBL’s resources are effectively utilised.
• Strengthen Partnerships: Enhanced engagement with academia and industry will create a more dynamic and collaborative defence innovation landscape.

With the implementation of these recommendations, DBL has the potential to become a cornerstone of Defence innovation, bridging the gap between cutting-edge technology development and real-world military applications.