Recommendations & Conclusions
17 items
2
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
Despite the urgency and ambition of its digital strategy, the Department does not yet have a delivery plan to measure and track progress. The Department’s digital strategy sets out how it wants to share and exploit data effectively for information advantage and develop a skilled and empowered digital function by …
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Despite the urgency and ambition of its digital strategy, the Department does not yet have a delivery plan to measure and track progress. The Department’s digital strategy sets out how it wants to share and exploit data effectively for information advantage and develop a skilled and empowered digital function by 2025. It will be difficult for the Department to achieve this given the scale of activity across more than 90 digital projects in its portfolio, its large legacy IT estate, and wide- ranging specialist skills shortages. The National Audit Office (NAO) report that the Department’s digital strategy is consistent with good practice, but that it lacks a complete delivery plan to measure its progress. Although the Department has plans in place for individual projects, it accepts that it needs to bring these plans together to show how they add up to the outcomes the Department wants. The Department is now working on a delivery plan that does this, which it intends to publish in April
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Government response AI summary
The government agrees and will develop an integrated delivery plan underpinned by the Digital Strategy for Defence, aligned with the DX4D programme, with specific, tools-based metrics and measures building on portfolio management and transformation reporting.
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HM Treasury
3
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
The Department faces a considerable challenge to recruit the specialist digital skills that its strategy relies on. We have reported previously on the shortage of specialist digital skills in the marketplace and how many government departments are struggling to overcome this long-standing challenge. Indeed, the Department identifies getting the right …
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The Department faces a considerable challenge to recruit the specialist digital skills that its strategy relies on. We have reported previously on the shortage of specialist digital skills in the marketplace and how many government departments are struggling to overcome this long-standing challenge. Indeed, the Department identifies getting the right skills as a key factor in whether it will succeed or fail to achieve its goals by 2025. The skills it needs are wide-ranging and include data analysis, cyber advisory, artificial intelligence, service manager and project delivery skills. The Department’s challenges include the limited pool of specialist skills in Corsham (where it bases its work on digital), its ability to compete in the market on pay, and 6 The Defence digital strategy waiting times of over 200 days on average for developed vetting security clearance. In response, the Department is trying to change how it recruits by rebranding itself as an innovative place to work with internal training opportunities, and by working differently with big technology companies and small and medium-size enterprises. The Department is positive about the impact this seems to be having and over the last 18 months reports meeting its target of recruiting 150 specialists. However, it wants to double this number next year, an objective that will be difficult to achieve. Recommendation: In its update to us in six months, the Department should also set out how it has changed its approach to recruitment and what quantified effect this has had.
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Government response AI summary
The government intends to implement the Digital, Data and Technology (DDaT) and cyber pay framework. Under Project ACCELERATE, the department is implementing the plan to expedite elements of the recruitment process that it controls and will apply the digital recruitment approach to wider digital recruitments.
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HM Treasury
4
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
The Department is struggling to deliver its largest, most transformational digital programmes. The Infrastructure and Projects Authority’s (IPA’s) most recent public reporting from March 2022 shows three of the Department’s major digital programmes have significant issues (‘amber’) and two are unachievable (‘red’). These are the Department’s most complex and transformational …
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The Department is struggling to deliver its largest, most transformational digital programmes. The Infrastructure and Projects Authority’s (IPA’s) most recent public reporting from March 2022 shows three of the Department’s major digital programmes have significant issues (‘amber’) and two are unachievable (‘red’). These are the Department’s most complex and transformational digital programmes, which it needs to get right if its strategy is to succeed. The Department accepts its performance up to now is worrying and that it needs to up-skill staff and think differently about processes and risk. In particular, the Department wants a more diverse mix of experience in its digital project delivery teams. By bringing in different skills and ways of thinking from industry, it hopes to become more confident at working in agile ways more appropriate to developing software. Although the Department recently intervened to pause its now red-rated Next Generation Core Networks programme, it still needs to get quicker at stopping and improving failing digital programmes. The Department has made some progress on the basics such as rolling out laptops and video conferencing in response to COVID-19. However, we are concerned by the continued lack of improvement in IPA assessments of the Department’s major digital programmes. Recommendations: • a) In its update to us in six months, the Department should also explain the actions it has taken to improve its performance in delivering major digital programmes. • b) When the Infrastructure and Projects Authority publishes its Annual Report in 2023, the Department should provide us with the latest delivery confidence ratings for its digital major programmes and explain how and why they have changed.
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Government response AI summary
The government agrees with the Committee’s recommendation and will respond following the publication of the IPA report, noting the dependency on the Infrastructure and Projects Authority (IPA) report availability.
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HM Treasury
5
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
The Department’s budget is under considerable pressure, and this may make some planned, future digital activity unaffordable. As inflation rises, the purchasing power of the Department’s existing budget falls. The Department is starting to see pressure build on its pay settlements and in the cost of raw materials, meaning it …
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The Department’s budget is under considerable pressure, and this may make some planned, future digital activity unaffordable. As inflation rises, the purchasing power of the Department’s existing budget falls. The Department is starting to see pressure build on its pay settlements and in the cost of raw materials, meaning it may be hard to deliver its digital strategy as originally planned. The Department’s longer-term funding position will only become clearer following the refresh of the Integrated Review in 2023. In addition to its military importance, the Department is also turning to digital technology to deliver administrative efficiencies. The Department’s target is to make £1.4 billion of cash savings from digital technology The Defence digital strategy 7 by 2032–33 and it is confident it will achieve this. However, the Department says it will no longer compromise on the funding programmes needed to keep systems updated over their lifetimes, to ensure that the issues it faces with its current legacy estate do not reoccur. It will take time and commitment for this, and existing efforts to upgrade existing legacy systems and data, to make a difference. The Department says that because digital transformation is a top priority that it will try to protect funding for its digital portfolio. However, it will need to stick to this approach for many years in what is likely to be a challenging budgetary position. Recommendation: Following the next update to the Integrated Review, the Department should write to us explaining whether planned and actual spend on digital has changed and whether it has enough funding to deliver the strategy.
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Government response AI summary
The government agrees to provide an update on the impact to the implementation of the department’s Digital Strategy following the publication of the refreshed Integrated Review.
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HM Treasury
6
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
The Department is not yet able to share and exploit data across the Armed Forces and with partners effectively enough. Recent events including the COVID-19 pandemic and the war in Ukraine show the importance of responding in a nationally and internationally integrated way. As the character of warfare changes, the …
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The Department is not yet able to share and exploit data across the Armed Forces and with partners effectively enough. Recent events including the COVID-19 pandemic and the war in Ukraine show the importance of responding in a nationally and internationally integrated way. As the character of warfare changes, the Department needs to better integrate its operations and increase its partnering with other government departments, industry, academia and international allies. This was starkly illustrated by the Chief Information Officer admitting digital technology could be a limiting factor in the optional operation of Ajax and Morpheus. How the Department will update its digital systems fast enough so that the operational capacity of any pieces of equipment will not be hampered by the lack of digital systems remains unclear. It is making progress toward this by building a common architecture and set of rules that the whole Department must follow. This could support working more closely with partners and sharing data securely, including at higher security classifications. However, the Department has not yet catalogued all its data and adoption of these common standards is at an early stage. The Department also must work in hostile environments including, for example, at sea with limited connectivity, or where adversaries may be trying to undermine its security or effectiveness. The Department estimates that currently 80% of its effort is on the fundamental technology, people and processes it needs to share data effectively. By 2025, the Department wants 80% of its effort to be on exploiting this data for benefit. For example, the Department is starting to gather data on equipment and people automatically for military planners to better assess its readiness to respond. Recommendation: The Department should set out in its April 2023 update to the digital strategy, how it will measure its progress in creating the ‘backbone’ and track its balance of effort between data enabl
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Government response AI summary
The government agrees and states that delivering the Digital Backbone by 2025 is key, progress is being tracked and measured through the Strategy Delivery Plan, with dedicated resource in place to measure specific key performance indicators.
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HM Treasury
7
Conclusion
Thirty-Sixth Report - The Defence digit…
Accepted
In its report, the NAO draws attention to the slow progress wider government and the Department have made with previous digital strategies.13 We wanted to know why the Department thinks its most recent strategy will succeed, given that it has been so difficult in the past. The Department reflected that …
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In its report, the NAO draws attention to the slow progress wider government and the Department have made with previous digital strategies.13 We wanted to know why the Department thinks its most recent strategy will succeed, given that it has been so difficult in the past. The Department reflected that it is now starting to understand how digital technology can affect its ability to win, and that this means it has become an agenda for the whole of Defence. The Department explained that, for the first time, it is tackling the challenge with the support and commitment of all its senior leadership.14 Nonetheless, it recognised that transforming the Department in the way it wants will require significant cultural change.15 The Department also said that its senior leadership team are meeting regularly to discuss priorities for the digital transformation of Defence, as part of a programme of work called ‘digital exploitation for Defence’ to help elevate the status of digital for Defence.16 We asked how the Department intends to work across all its technology and data, when the chief information officer (CIO) only controls £2.7 billion of its £4.4 billion spend on digital. The Department told us that Defence Digital’s finance director will soon have visibility of all significant digital business cases or investment decisions made across 16 Defence organisations. It hopes this will help de-duplicate and better coordinate its digital investments.17 Measuring progress
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Government response AI summary
The government agrees with the conclusion, highlighting the Digital Exploitation for Defence (DX4D) initiative established in July 2022, which is accelerating digital transformation and has agreed an outcomes framework. DX4D will focus on rapid delivery of tangible minimum viable products in 2023 to improve capabilities …
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HM Treasury
8
Conclusion
Thirty-Sixth Report - The Defence digit…
Accepted
In its digital strategy, the Department sets itself three strategic outcomes to achieve. By 2025 it wants to share data seamlessly, use it effectively to gain advantage, and develop a 7 C&AG’s Report, para 2 8 Q 13 9 Ministry of Defence, digital strategy for Defence: Delivering the backbone and …
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In its digital strategy, the Department sets itself three strategic outcomes to achieve. By 2025 it wants to share data seamlessly, use it effectively to gain advantage, and develop a 7 C&AG’s Report, para 2 8 Q 13 9 Ministry of Defence, digital strategy for Defence: Delivering the backbone and unleashing the power of Defence’s data, April 2021 10 Q 52 11 Q 66–69 12 Qq 12–13, 66–68; TDS0004 13 C&AG’s Report, para 1.13 14 Qq 57–60 15 Q 52 16 Q 60 17 Qq 19–20 10 The Defence digital strategy skilled and empowered cadre of digital specialists.18 The NAO reported that achieving this by 2025 is ambitious, given the scale of the challenge and persistent barriers to change. We got a sense of this scale as we discussed the Department’s portfolio of over 90 projects and major programmes, its large legacy IT estate, and wide-ranging specialist skills shortages. Therefore, we asked the Department if it will successfully achieve its strategy by 2025. The Department told us that it hopes it will be successful, but it may take longer if it cannot recruit the skilled people it needs.19
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Government response AI summary
The government agrees with the conclusion, outlining the existing Digital Exploitation for Defence (DX4D) initiative established in July 2022 to accelerate digital transformation. This initiative has an agreed outcomes framework and will focus on delivering tangible minimum viable products in 2023 across campaign advantage, capability …
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HM Treasury
9
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
The NAO reported that the Department’s strategy is consistent with good practice across government. For example, its strategy recognises data as a strategic asset and that people and processes are as important as technology to successful digital change.20 However, the NAO also found that the Department lacks a complete picture …
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The NAO reported that the Department’s strategy is consistent with good practice across government. For example, its strategy recognises data as a strategic asset and that people and processes are as important as technology to successful digital change.20 However, the NAO also found that the Department lacks a complete picture of its progress against its strategy and recommended that the Department immediately create a clear delivery plan for the strategy. We asked the Department how it intends to measure its progress.21 The Department explained that it has plans and reporting in place for its individual projects, but agreed with the NAO’s recommendation, saying that it needs a single plan against which it can measure progress. The Department told us it wants to design a plan that will give clear outcome metrics the Department can measure against, to demonstrate internally and to us that it has improved.22 We wanted to know how the Department intends to provide transparency for Parliament and the public, so that we can assess the Department’s performance towards the ambitious targets it has set itself for
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Government response AI summary
The government agrees with the recommendation to create a clear delivery plan for its digital strategy, setting a Summer 2023 target, and commits to providing a six-month update on performance against the plan, which will use specific metrics and underpin the Digital Strategy for Defence.
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HM Treasury
10
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
We have reported previously that there is a large gap between the demand and supply of the digital specialists that government needs.24 We found that government is yet to make meaningful progress overcoming this long-standing challenge, which often leaves it reliant on contractors.25 We pressed the Department on this point …
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We have reported previously that there is a large gap between the demand and supply of the digital specialists that government needs.24 We found that government is yet to make meaningful progress overcoming this long-standing challenge, which often leaves it reliant on contractors.25 We pressed the Department on this point and they concurred that the availability of technology skills continues to be a problem for the whole UK economy. We heard from the Department that its current digital workforce is a mixture of civilian, contractor, and military personnel and that it draws on a range of commercial and academic partners to supplement this.26 The Department also has the ability to draw on reservists, some of whom are digital specialists in civilian life and can provide those skills on a part-time basis.27 In its digital strategy, the Department notes that it has “fallen behind in accessing the specialist skills we need”.28 The Department identified that getting the further specialist skills it needs is a key factor affecting its likelihood of success in achieving the strategy’s goals by 2025.29 It told us these skills will include: architects; business analysts; cyber advisory risk specialists; data analysts; developers; delivery managers; infrastructure engineers; IT service managers; data science; experts in AI, robotics and cyber-security; and product managers.30
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Government response AI summary
The department has established a dedicated talent acquisition team and intends to implement the Digital, Data and Technology (DDaT) and cyber pay framework to help attract and retain talent, and are expediting elements of the recruitment process.
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HM Treasury
11
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
However, the National Audit Office reported that the Department finds it difficult to recruit and retain digital specialist talent.31 We were interested in what is stopping the Department from getting the skills it needs; for example, its ability to pay the market rate for digital specialists. The Department acknowledged that …
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However, the National Audit Office reported that the Department finds it difficult to recruit and retain digital specialist talent.31 We were interested in what is stopping the Department from getting the skills it needs; for example, its ability to pay the market rate for digital specialists. The Department acknowledged that it does not expect to compete with the private sector on pay. However, the Department said it is starting to extend government’s common digital pay framework across the whole of Defence to help remove internal competition across the Department.32 We noted that around 60% of the Department’s digital jobs are based in Corsham and the Department acknowledged that it had “saturated the Corsham catchment area”, but felt it would be a big challenge over many years to move all its staff from there. The Department explained that it is looking to partner with other departments at different locations in the UK and is doing more remote and flexible working.33 The Department also suffers from lengthy security clearance waiting times, which on average are currently over 200 days for developed vetting clearances, 24 Committee of Public Accounts, Challenges in implementing digital change, Thirtieth Report of Session 2021–22, HC 637, 10 December 2021 25 Committee of Public Accounts, Challenges in implementing digital change, Thirtieth Report of Session 2021–22, HC 637, 10 December 2021 26 Q 14 27 Qq 34, 79–82 28 Ministry of Defence, digital strategy for Defence: Delivering the backbone and unleashing the power of Defence’s data, April 2021 29 Qq 24, 61 30 Q 76 31 C&AG’s Report, para 21 32 Qq 25–27 33 Qq 87–88 12 The Defence digital strategy making the on-boarding progress take too long in a competitive labour market. Although the Department agreed this is not good enough, it explained that it is working with the Cabinet Office, which is responsible for vetting services, to improve this.34
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Government response AI summary
The department has established a dedicated talent acquisition team and intends to implement the Digital, Data and Technology (DDaT) and cyber pay framework to help attract and retain talent, and are expediting elements of the recruitment process.
Read full response →
HM Treasury
12
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
We asked how the Department intends to perform better than the market, which it needs to do if it is to overcome the lack of supply of digital specialists. The Department told us that it has focused heavily on its brand and giving people access to interesting and innovative areas …
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We asked how the Department intends to perform better than the market, which it needs to do if it is to overcome the lack of supply of digital specialists. The Department told us that it has focused heavily on its brand and giving people access to interesting and innovative areas of work to develop their skills.35 It found that emphasising this in its job adverts increased the number of applicants, in one case by up to 20 times.36 We were keen to understand how the number of applicants is changing. The Department’s written response stated the average number of applicants for Defence Digital roles increased from 3.6 in August 2022 to 6.1 in November 2022.37 As well as rebranding itself, the Department told us it must work in a very different way with UK industry. This would increasingly include working with both larger-scale high-tech organisations, and small and medium- sized entities (SMEs), which currently find it too expensive to work with the Department.38 The Department reported that it met its target to recruit 150 digital specialists over the last 18 months, but that it needs to recruit 300 more in the next 18 months.39 Performance delivering major digital programmes
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Government response AI summary
The department has established a dedicated talent acquisition team to support digital recruitment and is implementing the Digital, Data and Technology (DDaT) and cyber pay framework which will help attract and retain talent.
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HM Treasury
13
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
One area where these resourcing challenges have become apparent is in Defence Digital’s track record of delivering major digital programmes. These are the Department’s most complex and transformational programmes, many of which are needed to replace older legacy systems, and which it needs to get right if its strategy is …
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One area where these resourcing challenges have become apparent is in Defence Digital’s track record of delivering major digital programmes. These are the Department’s most complex and transformational programmes, many of which are needed to replace older legacy systems, and which it needs to get right if its strategy is to succeed.40 However, the Infrastructure and Project Authority’s (IPA’s) most recent reporting from March 2022 showed that, of the five programmes which report publicly, three of the Department’s major programmes have significant issues (‘amber’) and two are unachievable (‘red’).41
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Government response AI summary
The government will update programme management policies and standards, upskill staff, and improve programme governance, targeting a summer 2023 implementation date, and notes the Next Generation Communication Network programme has improved.
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HM Treasury
16
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
Similarly, the Department pointed out that where some programmes were rated red, there were elements of good progress on sub-programmes within them. While the IPA rated the Department’s MODNet Evolve programme red, the Department told us that 16 of its sub-programmes were either delivered or on track, with three remaining …
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Similarly, the Department pointed out that where some programmes were rated red, there were elements of good progress on sub-programmes within them. While the IPA rated the Department’s MODNet Evolve programme red, the Department told us that 16 of its sub-programmes were either delivered or on track, with three remaining elements due to conclude over the next 18 months.51 It hopes to move the programme’s rating to amber in 2023.52 It also told us that the red-rated New Style of IT Base programme was responsible for the rollout of new IT during the Covid-19 pandemic, having now delivered 180,000 laptops across Defence, as well as collaboration tools for remote working and video conferencing.53 However, these are relatively basic IT items, and the technology the Department is ordering is becoming increasingly sophisticated.54
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Government response AI summary
The government will update programme management policies and standards, upskill staff, and improve programme governance, targeting a summer 2023 implementation date, and notes the Next Generation Communication Network programme has improved.
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HM Treasury
17
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
The Integrated Review, has, at its heart, much greater digital connectivity between military platforms, in order to achieve a significant force-multiplier effect, even with, in some cases, notably fewer units of increasingly high-tech equipment. For the Army, the much-delayed Morpheus programme is the ‘digital nervous system’ which is intended to …
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The Integrated Review, has, at its heart, much greater digital connectivity between military platforms, in order to achieve a significant force-multiplier effect, even with, in some cases, notably fewer units of increasingly high-tech equipment. For the Army, the much-delayed Morpheus programme is the ‘digital nervous system’ which is intended to allow its future (and upgraded) armoured vehicles and related platforms to communicate effectively, on a potentially high-intensity electronic, as well as physical, battlefield. The existing Bowman system is now growing old and may, in a few years be rendered insecure by advances in offensive cyber/cryptographic technology. The Committee was disappointed about the lack of progress on this highly expensive and vital component of the Defence Digital portfolio. The faltering Morpheus programme must now be ‘gripped’ and put firmly back on track, as a matter of urgency. 45 TDS0004 46 Q 71 47 Qq 70–71 48 Qq 22, 72–74 49 Q 75 50 Q 4 51 Q 71 52 Q 97 53 Qq 50, 71 54 Q 95 14 The Defence digital strategy 3 Funding and data Sustainability of funding
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Government response AI summary
The government agrees with the recommendation to put the Morpheus programme back on track and is accelerating digital transformation through the DX4D programme, aiming to deliver the Digital Backbone by 2025 with progress tracked via a Strategy Delivery Plan.
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HM Treasury
18
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
The NAO reported that the Department’s digital strategy was initially not fully funded, but the Department worked to identify ways to fund the strategy as well as reprioritise money to ensure that, as of its last budgeting cycle, it considered its strategy affordable.55 We put it to the Department that …
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The NAO reported that the Department’s digital strategy was initially not fully funded, but the Department worked to identify ways to fund the strategy as well as reprioritise money to ensure that, as of its last budgeting cycle, it considered its strategy affordable.55 We put it to the Department that the impact of rising inflation means it can afford less with its existing budget. The Department explained that it was seeing cost pressures on pay settlements and raw materials both internally and in industry. As a result, it will be difficult to do all of its planned activity for the next financial year in full.56 However, the Department felt the longer-term trend for its spending will depend on the outcome of the refreshed Integrated Review in 2023.57 Given the severe pressure we feel the Department’s budget is under, we expressed concern that the money it has committed to digital might be subject to change.The Department reassured us that it can live within its means for the remainder of the current financial year and highlighted that digital transformation is the single top priority for senior leadership, who will want to protect the funding for it.58
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Government response AI summary
Following the next update to the Integrated Review, the department will write to the committee explaining whether planned and actual spend on digital has changed and whether it has enough funding to deliver the strategy, targeting a Summer 2023 implementation date.
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HM Treasury
21
Conclusion
Thirty-Sixth Report - The Defence digit…
Accepted
The Department noted that one important challenge in the war in Ukraine is that not all of the various donated western equipment systems can be easily connected or exchange data. The Department told us that integrating different systems in different locations, quickly enough to keep up with the pace of …
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The Department noted that one important challenge in the war in Ukraine is that not all of the various donated western equipment systems can be easily connected or exchange data. The Department told us that integrating different systems in different locations, quickly enough to keep up with the pace of technological innovation, is a challenge that all militaries now face.66 The Department also has to consider that adversaries may be looking to undermine its security or effectiveness, and that using digital technology reliably in a hostile environment brings its own challenges. For example, ships at sea may be regularly disconnected from support systems, delaying updates.67 The Department itself increasingly aims to join up military operations across land, air, sea, space and cyber, as well as work more closely with the rest of government, academia, industry and international partners.68 To do this, the Department describes in its digital strategy how it needs to share data through digital systems that connect to one another securely and easily.69
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Government response AI summary
The government agrees with the conclusion, stating it is accelerating digital transformation through the existing DX4D programme and establishing an Integrated Design Authority to break down silos. Progress on delivering the Digital Backbone by 2025 is being tracked via a Strategy Delivery Plan.
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HM Treasury
22
Recommendation
Thirty-Sixth Report - The Defence digit…
Accepted
The Department is working toward this by developing common standards, technology architecture and ways of working. The NAO reported that the Department has set up its governance and controls well, but ensuring compliance with these common standards and approaches across the Department is a substantial task and at an early …
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The Department is working toward this by developing common standards, technology architecture and ways of working. The NAO reported that the Department has set up its governance and controls well, but ensuring compliance with these common standards and approaches across the Department is a substantial task and at an early stage.70 The Department told us it is pleased with the progress it is making and that a network of chief information officers, working to common standards, should have the effect it wants across the devolved model of Defence.71 The Department estimated that currently around 80% of its effort goes on these basic enablers that it needs to put in place.72 For example, the Department told us it is now cataloguing all its data and who is steward of that data.73 By 2025, the Department wants to have fixed these ‘enablers’, so that it can instead put 80% of its effort into using the data for advantage.74 We asked the Department for an example of what this meant. The Department spoke about its ‘R2D2’ programme, which aims to bring datasets together so that military planners can understand the readiness of the Armed Forces at the push of a button.75
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Government response AI summary
The department is accelerating digital transformation through the Digital Exploitation for Defence (DX4D) programme and will track and measure progress through the Strategy Delivery Plan, with dedicated resource in place to measure specific key performance indicators.
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HM Treasury