So when you think about that, when you looked at that, what were some of the major issues or major examples, probably outside of the one that I just mentioned, that you came across that fall into that category?

Yeah.

So I think, again, I'm not saying that innovation is good or bad by itself, right? I define it as a degree of organizational change within the institution.

And I think the key aspects of innovation is that it creates winners and losers within the organization itself.

Based on that criteria, I would argue that innovation is actually pretty rare in the armed forces because the armed forces are really good and the services within the forces are really good at balancing each other so that basically everybody's equally frustrated, but there is no obvious winner in terms of the inter-service rivalry and allocation of resources.

In my view, most community organizations are really good at optimizing what they are already doing.

They are really good at getting better at what they already want to do, but they are already bad at innovating because innovation would imply acknowledging that someone is a loser somewhere.

So if you would please build upon that a little bit as well.

Could you tell us a little bit more about what you think the most effective way is in professional military education to prepare officers not only for their next job, but perhaps for what's going to happen in their careers in the next twenty, twenty-five years?

It's a constant discussion we have with our colleagues.

Some of our officers will get further education when they reach the rank of colonel or general, but for many of them it will be the last education they have for their entire career.

So we feel that we need to equip them with intellectual tools that will be useful for them for the next twenty-five years and to give them this kind of habit of questioning and thinking about what's happening around them.

So the solution we have settled on at the moment is that we need to reconcile training and education.

We need to train our officers to be competent staff officers, and so they go through the NATO doctrine, they have war games, they participate to exercises and so on, just so that they are socialized and they know what will be expected from them if they go to a NATO job, for example, or if they work in an operational staff.

And for us, that is training.

And I wonder how you factored in the question of time and how we accelerate this when you can't buy the stuff that merely replenishes existing stocks.