Artificial Intelligence (AI) will reshape how we lead, train and manage the future Defence workforce.¹ Beyond the technology itself, successful large-scale adoption requires addressing crucial human factors.

Our perspective focuses on fostering a culture of responsible AI adoption where employees can experiment, learn and innovate, while mitigating risks and retaining human decision making. The successful mobilisation of AI to deliver Defence outcomes requires the activation of five people components: AI-credible leadership, skills for AI, AI People Strategies, ethical frameworks and an AI-ready culture.²

AI-Credible Leadership

Defence leaders will need to promote a culture of responsible AI integration, empowering and equipping the workforce with the skills and support needed to adapt and thrive in a rapidly evolving technological landscape. Amidst the excitement and uncertainty surrounding AI, one thing is clear: this is a broader leadership challenge, not only a technical one.³

AI-credible leaders foster trust by transparently communicating the role of AI and aligning the implementation of AI with core military values. For example, US senior leaders from each military branch spoke about changing battlefield technology and their service's current transformation efforts during the AI+ Expo in June 2025.⁴

AI-credible leaders embrace continuous learning, fostering an inclusive environment that encourages questions, experimentation, and the sharing of concerns. This collaborative approach and continuous learning process is not a one-time event, but an ongoing commitment to adapting as the AI landscape evolves.

Cultivating Skills for AI

The safe application of AI in Defence hinges on building technical skills but also uniquely human skills such as empathy, critical thinking and problem solving. Addressing the skills gap, across technical expertise and broader AI literacy, is essential for successful AI adoption. Defence will need to equip personnel with the skills to design, implement, and manage AI systems effectively, and establish clear expectations and protocols for integrating AI into operating procedures.

The UK Defence AI Centre has defined five personas to segment learning needs.

AI Explorers: All employees need a basic level of AI fluency, to access tools such as the UK’s ChatMOD or MS Copilot for day-to-day work, and awareness of ethical considerations and risk management.

AI Business Operators: Military and civilian decision makers using AI tools require problem-solving and critical thinking skills. Those in command roles must be able to scrutinise AI outputs, identifying potential biases, errors, and limitations. This requires understanding the technology, the need for human-machine teaming, and the risk profile of the AI tools. Humans have accountability for AI-driven decisions, and humans need to step in when decision-making requires empathy and understanding.

AI Warfighters: Human oversight is critical where AI is being used in the context of lethal force, including operations, operational planning, and autonomous systems such as battlefield drones. Warfighting AI users need the skills to provide assurance and manage risk, while using AI to increase speed and accuracy as well as protecting personnel.

AI Professionals: Practitioners developing AI systems require technical proficiency, as well as awareness of new developments in AI. Specialist learning pathways and industry partnerships are needed to create a pipeline of talent.

AI Leaders: Defence Leaders need AI fluency, to both encourage and assure the safe use of AI, leading by example in creating room to experiment, questioning data sources and addressing potential biases.

AI People Strategies

AI will revolutionise how we operate across industries, bringing changes to organisational design and how work is structured. AI can bring the most value when applied to repetitive or dangerous tasks, data analysis or policy simplification, for example – freeing up the human workforce to focus on higher value tasks. This should drive productivity and improve job satisfaction, but it also brings some fear of humans being ‘replaced’. Our perspective is that human jobs will change, and Defence will need new approaches to workforce planning that take account of both human and machine ‘work’. This requires identifying tasks best suited to human expertise, such as decision-making in complex or ambiguous situations, and those easily automated by AI. Finding the right balance between human and AI ‘work’ is crucial; over-reliance on AI could lead to unforeseen vulnerabilities, while underutilisation could delay efficiency and effectiveness. The ultimate goal is a synergistic partnership where human judgment and AI complement each other, creating a robust and adaptable Defence capability.⁸

It is critically important to identify future skill needs for the human workforce, as outlined in the UK Strategic Defence Review 2025: “Defence must … develop the necessary digital, AI, cyber, and electromagnetic warfare skills that are central to modern warfighting.”¹⁰ Defence organisations are also highlighting digital fluency, critical thinking, and human-machine collaboration as skill requirements alongside traditional military skills.

New career pathways will be needed to retain specialist skills, moving away from traditional career ladders where promotion depends on command, to enabling lateral and ‘zig-zag’ career paths.¹¹ Defence is collaborating with industry and education partners to develop talent pools for the future. For example, the UK MOD has recently announced a fast-track scheme to recruit aspiring Cyber professionals, which includes a bespoke training scheme for those with existing digital skills reducing basic training from the usual 10 weeks to 4 weeks.

Building Ethical and Responsible Capabilities

Given the potential impact of AI-enabled decision-making, particularly on the military front line, Defence personnel need easy-to-understand guidelines and clear escalation paths. The US Department of Defence's recruitment of an ethicist to guide AI deployment reflects the challenges of implementing AI.¹²  This proactive step reflects concerns about accountability for AI-driven decisions, algorithmic bias, and the potential consequences of autonomous weapons systems and intelligence analysis.

Defence organisations are developing clear governance frameworks that include:

• Doctrine: Defining roles and responsibilities for humans and AI in various scenarios. The UK MOD is actively engaged in international collaborations, particularly with AUKUS and NATO allies, to share knowledge, develop common standards, and ensure responsible AI development and deployment.¹³
• Mechanisms for Oversight and Accountability: Ensuring human oversight and intervention are possible, or in some instances required, in critical decision-making processes.
• Clear escalation paths: Providing personnel with accessible channels to raise ethical concerns and ensure these concerns are taken seriously and addressed promptly.

AI-Ready Culture

The UK Strategic Defence Review 2025 states that “Defence must be more radical in unleashing innovation and productivity in pursuit of its central purpose: to deter through being ready to fight and win wars.”¹⁴  Effectively scaling AI, and inspiring innovation, demands a deliberate focus on fostering an AI-ready culture, meaning:

• Open and accepting attitude towards AI: an open culture where everyone feels comfortable to experiment and innovate, but also to be provide scrutiny and voice concern. AI-credible leaders can model this approach, as well as prioritise continuous learning and provide time and space for employees to experiment with AI.
• Developing necessary skills: ensure everyone has a level of AI fluency, empowering individuals and teams to interpret and communicate insights from data and make better decisions. Decision makers need confidence in interpreting AI-generated information, and understanding of its limitations.

Collaboration (across teams, organisations and allied nations) is another critical element of AI-ready culture, enabling Defence teams to rapidly adapt and respond to the evolving landscape and most importantly, keep pace with other forces as warfighting becomes increasingly dependent on the use of technology.

By embracing these cultural changes, Defence can activate a thriving AI-powered ecosystem where human ingenuity and technological advancements work in synergy, driving innovation and ensuring a future where humans remain at the heart of decision-making.

Conclusion

Ultimately, successful adoption of AI rests not on technology alone, but on a fundamental shift in culture, skills, and leadership. By fostering a collaborative environment that values both technological advancement and uniquely human capabilities, Defence can harness the transformative potential of AI while safeguarding its core values and ensuring responsible innovation. The future of warfare demands this integrated approach; failure to adapt is not an option.