The Management Consultancies Association (MCA) has warned that Britain’s defence capabilities are at risk due to delays in government policy, indecision, and an increasing gap between the UK and its more agile allies. The MCA, which represents consulting firms including those advising on cyber resilience, procurement, AI deployment and the security of national infrastructure, says that the slow implementation of the Government’s Strategic Defence Review and ongoing uncertainty over funding is driving vital expertise overseas.
While the UK consulting sector is forecast to grow 5.7% this year and 7.4% in 2026, largely due to digital technology and AI, defence work remains flat. The MCA reports that some member firms are being forced to redeploy defence consulting teams to other sectors or pursue opportunities abroad, as they await clear commitments from the government. The delay in implementing the Defence Investment Plan, the MCA believes, is detrimental not only to the consulting industry, which employs thousands across the UK, but also to Britain’s national security and economy.
Tamzen Isacsson, Chief Executive of the Management Consultancies Association (MCA), said:
“Britain’s consulting industry is a global leader in defence and security, but we are still waiting for the leadership and pace needed to turn ambition into capability. The government needs to publish a defence investment plan timeline, provide multi-year funding visibility, engage industry earlier and deliver promised procurement reforms. Without these measures, we cannot invest confidently in the technologies and talent essential for national security.”
The association has called for a step change in defence procurement, noting that current timelines are too slow and rigid, inhibiting rapid technological adoption. It also believes that a partnership mode, rather than transactional contracting, is essential to build the industrial capacity the UK urgently needs. Cross-sector approaches are required, for example, to protect undersea cables, secure commercial shipping, and defend critical infrastructure.
Tamzen Isacsson added:
“Capabilities cannot be maintained unless they are being actively used. Consulting firms are building teams and preparing programmes at risk, without guarantees, and this is not sustainable long term.
“With stronger partnership between public and private sectors, we can turn ambitions into action and ensure the UK benefits from the ‘defence dividend’ in this critical moment,”
The MCA is convening key leaders from across consulting, industry, and government to address these challenges and opportunities with the top-line asks of government to include:
- Publishing a timeline for the Defence Investment Plan
- Engaging industry earlier in planning processes
- Providing transparency on multi-year funding
- Clarifying procurement reforms and what they entail
Examples of projects with consulting firms include supporting the MoD to drive cyber awareness and culture change among 250,000 personnel, and enabling digital transformation with a secure data analytics platform for improved satellite imagery, health monitoring, and pilot training. Other examples include collaborative efforts which have increased ship availability by two vessels, and flexible, sustainable staffing solutions for the Armed Forces.
Further information on the MCA can be found at www.mca.org.uk