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www.military.ie THE DEFENCE FORCES MAGAZINE | 21 A Cross Organisational Approach Eighteen participants commenced the programme on 13th January 2026 from across the Naval Service, Air Corps, Army, Reserve Defence Forces and the Department of Defence. They were deliberately assigned to multidisciplinary teams to ensure each challenge benefited from a range of operational, policy, personnel and technical perspectives. This structure proved to be one of Defence Sparx's greatest strengths. Participants consistently highlighted the value of working with colleagues they would not normally encounter, gaining new insights into how different parts of the organisation experience and contribute to shared challenges. The programme not only fostered innovation skills but also strengthened professional networks and mutual understanding across Defence. As the programme progressed, teams moved from broad challenge statements to sharply defined problem areas. Using the tools introduced throughout the programme, they tested assumptions, engaged with stakeholders and refined their understanding of where the greatest opportunities for impact lay. By the final stages, each team had developed a tangible solution concept, clearly articulated in terms of organisational value, feasibility and alignment with Defence priorities. Importantly, teams also considered implementation pathways, recognising that innovation only delivers value when it can be translated into practice. The Dragons' Den Moment – From Pitch to Implementation The culmination of Defence Sparx was a high impact pitch event which took place on 20th April 2026 at Accenture - The Dock, deliberately modelled on a "Dragons' Den" format. Each team presented its solution to a senior judging panel comprised of; Chief of Staff Lt Gen Rossa Mulcahy, Secretary General DOD Jacqui McCrum, Lt Gen (Canadian Armed Forces Rtd) Stuart Beare of Accenture's Global Defence Council, and Comdt (Rtd) Pat O'Connor, CEO of VRAI. The pitch represented a critical transition point rather than the conclusion of the programme and at the time of writing, the Chief of Staff and Secretary General will now undertake a two week evaluation period to determine which teams will progress to implementation depending on their feasibility, viability and desirability. Teams selected for this phase will receive organisational sponsorship, implementation support and oversight for a 6-month period from both RTI and Accenture to further develop and deliver their solutions. The overall standard of the pitches highlighted the effectiveness of the Defence Sparx methodology. Teams demonstrated strong analytical thinking, clear articulation of value and an informed understanding of Defence constraints and opportunities. The Recruitment and Retention team delivered the most compelling pitch with their project MERIT (Matching Expertise and Reserve Integration Tool). MERIT proposed the development of a skills mapping IT system for Reservists, designed to systematically capture and leverage civilian acquired skills that are currently underutilised. By aligning Reservists' civilian competencies with Defence capability needs, MERIT aims to unlock latent organisational value, strengthen Force integration and enhance the overall proposition of Reserve service. Looking Ahead – The Next Iteration of Defence Sparx Recruitment for the next iteration will commence in Q3 2026, with the programme scheduled to begin in January 2027. The RTI Office is seeking driven, curious and motivated personnel from across the Defence Forces and Department of Defence, regardless of rank, service, or background. Defence Sparx thrives on diversity of experience and perspective. Participants do not need prior innovation expertise — only curiosity, commitment and a willingness to engage with complex problems in new ways. As Defence continues to respond to evolving workforce, capability and security challenges, programmes like Defence Sparx will play an increasingly important role in shaping adaptive, resilient and peoplefocused solutions. Defence Sparx demonstrated what is possible when personnel are equipped with the right tools, encouraged to collaborate across boundaries and given the mandate to tackle meaningful challenges. It reinforced the principle that innovation is not confined to specialised units but is a capability that can exist across the organisation. If you wish to learn more about Defence Sparx and are interested in applying to the next iteration, contact rti@defence.ie. Defence Sparx – Participating Teams Challenge Area Project Team Members Recruitment & Retention MERIT – unlocking hidden capability in the RDF. Cdr Philip Dicker; Comdt Margaret Hogan; Comdt Mark Donnelly; Justin McGinn (DoD) Cultural & Organisational Reform Governance and Policy document (NCT) – a policy management framework. Comdt Stephen Cooper; Comdt Fiachra Lambe; Tara McGrath (DoD) Training & Professional Development Shared Defence Education Lt Colm Hill; CQMS Kevin Campbell; CQMS John Chapman; Kelley Rickard (DoD) Cybersecurity & Hybrid Threats The Hybrid Awareness Cell – making every rank ready for the threat we already face. Cdr Elaine Moloney; Lt Patrick White; Comdt (AR) Sean Murphy; BQMS Joe Devlin

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