The business model of the Australian national intelligence community (NIC), including the ways in which the NIC collects intelligence, analyses that intelligence and then provides it to busy senior customers, is being challenged. At the heart of that challenge lies the NIC's relationship with innovation and its ability to take advantage of the opportunities that innovation can bring.
Innovation matters to Australia because our ability to leverage it will be critical to overcoming Australia's 'national capacity' problem in the coming decades. This problem isn't new. Australia has always had an inverse relationship between its extensive geography and interests, and its relatively small population. But that's being exacerbated by the emergent international (and existential) contest in which we're now engaged and the rapid advances of critical and emerging technologies. The answers to this national capacity problem necessarily involve technology, partnerships— and innovation.
Reinvention is hard for all sectors, but it's particularly hard for intelligence communities, which operate with such high degrees of secrecy. But, to keep pace with larger partners and to keep ahead of adversaries, innovation is absolutely essential. It's needed so the NIC can develop more sustainable and creative ways to serve its customers, and the NIC also needs to fundamentally, and continuously, rethink the value it provides to them. Despite growing investment, all intelligence communities can struggle to reinvent themselves—and invest in the right capabilities and technologies— as they deal with multiple global conflicts and the unrelenting pace of change.
In order to inform the findings and recommendations contained in this report, ASPI conducted a range of semi-structured, qualitative interviews with 28 former and current Australian national-security officials, industry representatives, and those with comparable experience of the UK's national-security system. The interviews focused on the topics of leadership; technology; risk and experimentation; culture; partnerships; and public engagement and transparency.
This report makes five key recommendations, including in relation to actively promoting the concept and practice of 'intelligent failure' in the service of innovation; incorporating an appreciation of the impact of secure workspace design and operation on the effectiveness of the work carried out within those spaces; expediting the 2024 Independent Intelligence Review's own recommendations in relation to national-security technology; an urgent, classified audit of Australia's sovereign intelligence capability resilience; and preparation of the NIC for the impending (and different) future of intelligence production
