Home' Defence Magazine : Issue 2 2016 Contents 18 Defence Issue 2 2016
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“A lot of different areas in Defence are
impacted by these documents and by the DIPS
particularly. We want to bring those areas to
an understanding that every single way that
Defence engages with industry is important,” he
The Division has three branches – Defence
Capability and Innovation Branch, Defence
Export Controls Branch and Defence Industry
Branch – and comes under the umbrella
of the Strategic Policy and Intelligence
Group, established on 8 February as a key
recommendation of the First Principles Review.
There will be exciting roles for Defence
public servants to consider in the near future
as the Group offers opportunities for career
development. Kate says there are around 70
positions in her Division, which will climb to
around 100 once DIPS is fully implemented.
“We are trying to finalise the design of
the Division now, but I think there will be
opportunities and we hope we can attract some
great talent to support us. We think we have got
some really interesting and exciting initiatives,
and the three branches together make a great
division to work in,” she says.
Lois adds the Division will have national
links with government, agencies and enterprises.
She says the CDIC initiative is going to be a
close collaboration with AusIndustry.
“Having that ongoing dialogue and
ongoing relationship with numerous other
federal agencies is something that not all
APS personnel get to experience working in
Defence,” Lois says.
Kate and her team have previously
channelled JRR Tolkien’s Lord of the Rings to
tell the story of their “journey” of achievement.
And they do seem to share a similar bond to the
special fellowship at the heart of that story. In
their case, it’s a fellowship that has forged one
of the most innovative policies for Defence in
GETTING to the heart of cutting really good
policy was massive but an “extremely exciting”
task, according to Senior Adviser Naval
Shipbuilding Glenn Alcock.
“ We are all so just passionate about our
own little areas of expertise,” says Glenn,
who also had a big hand delivering the naval
shipbuilding element of the Government’s
He says being part of a small team gave
them an edge.
“It was emotionally draining – it was a
massive, massive task we were trying to take
on, but everyone was able to bring their
expertise to the table,” he says.
“Every word matters, every data point
matters – because we operate in the sphere of
senior executive level it was that pressure of
making sure you had everything right.”
Glenn says to get the point of
implementing the policy, the team was able to
ride through internal debate by maintaining a
great sense of humour.
“ We were creating something that was
really complex and important and if you
don’t have someone who is challenging you
on something, or a view that you have, then
I think you don’t refine and you don’t move
forward. So we had a lot of those robust
ASSISTANT Director White Paper Enterprise
Management Lois Wake believes that a
distinguishing feature of the Defence Industry
Policy Division is its part in both writing and
“ We are carrying that bible of the policy
we wrote with us. We’ve got that ownership,
so having developed the policy we can then
implement it – that is really great to be able to
follow the journey all the way through.”
The Centre for Defence Industry Capability,
which was announced in March to be
headquartered in Adelaide, has been Lois’s
main focus recently. She says the centre
will foster innovation for both Defence and
industry and will have a national reach.
Lois has loved working with a small
dynamic team, which faced plenty of curve
balls since it came together two years ago and
there are likely to be more during the industry
However, Lois says the team will be able
to handle the pressure. “It is going to have
different challenges; we will just have to face
those as we have done all the way along.”
Lois adds becoming part of an expanded
Division is exciting as there will be “new
colleagues to bring on the journey with us”.
NATHAN Rufus, Assistant Director White Paper
Enterprise Management, was “thrown in the
deep end” when joining the industry policy
team, as it was his first experience with a major
“It is a challenge to always try and meet
the mark. In other roles I was once deployed
overseas for seven months – I think that was
a walk in the park compared to doing this
because you have got to keep your game up
for so long,” Nathan says.
“We wanted every word to actually make
sense and not be hollow. It had to deliver
something that industry could understand,
believe in and really embody that relationship
that we want to create with industry.”
Nathan says Prime Minister Malcolm
Turnbull’s national innovation agenda was
something that the team wanted to tap into.
“We were actually quite excited about that
emphasis, but being able to understand what
was going on in other areas and then making
sure it was aligned and synchronised was
pretty challenging,” he says.
Nathan is looking forward to the
implementation stage of the policy. “We are
staying, the journey is only half finished.”
Passion the secret to ‘cutting good policy’
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