Voices: Government needs the can-do mindset I experienced in the Army to push change through fast
I come from a background of delivery. In the Army, working in a 'human intelligence unit' – liaising with agents and special forces – we had to move from first gear to fifth in an instant. Lives depended on it. Getting ahead of the enemy, protecting our people and achieving results was the mission – not talking it to death.
Confirming the location of a high-value target, whilst also ensuring they were alone and targetable, or identifying the precise site of an improvised explosive device factory, required creativity and a determined mindset – a willingness to take calculated risks to save lives and win.
When I worked in counterterrorism at the Ministry of Defence, delivery wasn't optional. We built a culture of 'can-do'; creative, risk-aware and focused on action. It wasn't about perfection. It was about progress.
Government could learn a lot from the mindset of the finest military in the world and the departments that work every day to protect the public from the threat of terrorism. An unstoppable political will must go hand in hand with a mindset of delivery.
I think back to our counterterror planning meetings. The mission? To stop terrorists attacking our great country. No timewasters. Just serious professionals putting ideas on the table, pulling them apart, war-gaming every outcome, then locking in a plan and going all-out to deliver. That mindset – challenge, rigour and rapid execution – is what the system of government has desperately lacked for decades.
Too often, it's delay by design. Endless consultations. Five-year strategies that take ten. Pet projects blocked by internal turf wars. Take the Lower Thames Crossing: more than £1.2 billion spent before a single spade in the ground – all because of drawn-out decision-making and red tape. Or the A9 dualling project in Scotland – promised by 2025, now pushed back to 2035. Ten years of drift.
These delays are not acts of God. They are failures of will.
The truth is, Whitehall needs reform. There are dedicated, brilliant people across the civil service – but too many are trapped in a system built to say 'no'. Risk aversion is often rewarded, not challenged. Delivery is too often deprioritised in favour of process, and meaningful reform is blocked by a sprawling web of arms-length bodies and quangos that diffuse responsibility and stifle urgency.
We need a leaner, more focused state – one that empowers departments to move at pace and is held accountable for outcomes, not paperwork. That means streamlining quangos where appropriate, ending duplication, and changing the mindset within government itself. Ministers must be prepared to challenge officials – not to attack, but to sharpen decision-making and force clarity on delivery.
Wes Streeting's approach to the NHS offers a blueprint. He's made clear that, as health secretary, he expects faster delivery, more accountability, and a culture that doesn't settle for 'this is just how things are done'. Abolishing NHS England shows a steely commitment to the change he expects. But reforming structures is only half the battle – changing the culture is the real prize. Government must operate with a sense of mission, not maintenance.
The British public doesn't care whether a successful policy comes from Bevan or Thatcher. They care that it works. That it's delivered.
We need to strip out the ideology and face complex problems with a solutions-based mindset. Let the evidence lead. Move fast. Be willing to make mistakes in the name of making progress. And above all, get things done.
Because there's serious work to do.
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