Article content

By Brian Mersereau

Defence Watch Guest Writer

We apologize, but this video has failed to load.

tap here to see other videos from our team. Try refreshing your browser, or Canada needs to form one coherent project office for the National Shipbuilding Procurement Strategy Back to video

Theoretically speaking, when it comes to risk management, enhanced governance is almost always construed as a ‘good thing’. For instance, a governance structure which encourages responsible, collaborative thinking and strong stakeholder involvement should – in theory – deliver positive results. But like all things in life, too much of a good thing almost always ends up with some unintended negative consequences.

The governance structure currently in place as Canada looks to procure new ships and aircraft – some of the most sophisticated and expensive defence equipment in our country’s history – is a perfect example. After being ‘enhanced’ to the point of complexity, its net benefit to Canada is questionable.

It may in fact, be inhibiting progress.

Not only is the structure (and the processes that go with it) time consuming and resource heavy, it also obscures accountability through its complex committee structure.