From Silicon Valley to Brussels: How Belgium Can Innovate Its Defense with In-Q-Tel's Approach

In an era where national security is deeply intertwined with technology, governments must adapt to face new and emerging threats. Belgium’s STAR Plan (Security, Technology, Ambition, and Resilience), an ambitious defence strategy designed to bring the country’s military capabilities up to speed by 2030, can draw critical insights from the success of In-Q-Tel , the United States’ venture capital arm that supports intelligence and national security through cutting-edge technology investment. Both initiatives share a common goal: ensuring their nations stay ahead in global power competition by embracing innovation. However, the way these goals are pursued offers some critical lessons for Belgian defence.

The Belgian STAR Plan: A Vision for Defense Modernization

Belgium’s STAR Plan is a multi-year framework focused on strengthening its defence capabilities to deal with modern threats. One of the core objectives of the STAR Plan is to ensure that Belgium remains strategically positioned within the European defence landscape and NATO's collective security framework. Key components of the plan include:

1. Personnel Recruitment and Retention: Addressing the need to maintain an ambitious and adaptable workforce, Belgium is focused on recruitment, retention, and professional development for both military personnel and civilian experts. This workforce will be crucial for handling emerging technologies.
2. Technological Advancements: The STAR Plan emphasises investment in cutting-edge military technologies, particularly cybersecurity, artificial intelligence, and autonomous systems. Integrating modern technologies into Belgium’s defence infrastructure is crucial for maintaining an edge over rivals.
3. International Cooperation: The STAR Plan also seeks to enhance Belgium’s role within the EU and NATO through collaborative defence projects, sharing the security burden with trusted allies.

While the STAR Plan is a progressive step, Belgium’s defence framework can still benefit from proven models like In-Q-Tel, which has fostered public-private partnerships to address national security challenges since its inception in 1999.

Lessons from In-Q-Tel: Public-Private Synergy in National Security

In-Q-Tel was born out of recognising that the intelligence community needed faster access to the latest commercial technologies. It bridges the U.S. government and the private sector, identifying and nurturing startups with promising technologies to address security challenges. In-Q-Tel ’s success has come from its ability to:

1. Leverage Private Sector Innovation: By investing in private technology startups, In-Q-Tel helps bridge the gap between the speed of innovation in the private sector and national security needs. For instance, the organisation played a significant role in identifying technologies in artificial intelligence and cybersecurity—two key areas essential for Belgium’s STAR Plan.
2. Focus on Dual-Use Technologies: One of In-Q-Tel’s strategies has been its focus on dual-use technologies with commercial and military applications. By adopting this approach, In-Q-Tel ensures that the technologies it invests in have the potential for broader adoption, helping to reduce costs and increase scalability. For Belgium, a similar approach could ensure that investments in military technology have spill-over benefits for the civilian sector, such as cybersecurity solutions or AI developments that can also be used to boost the economy.
3. Flexibility and Speed in Decision-Making: Unlike traditional government agencies, In-Q-Tel’s venture capital model allows it to move quickly, making small seed investments in promising technologies while still in the early stages. This has enabled the U.S. to stay ahead of rivals like China and Russia in quantum computing, autonomous vehicles, and advanced materials. Belgium could adopt a more flexible model for evaluating and adopting new technologies, perhaps through public-private partnerships similar to In-Q-Tel’s.

Belgian STAR Plan: Addressing Key Challenges

By drawing from In-Q-Tel’s experience, the Belgian defence can better address some of the STAR Plan’s key challenges:

1. Attracting Top Talent

Belgium’s STAR Plan highlights the need to attract a diverse and highly skilled workforce. As described in the STAR Plan, one of the critical challenges facing Belgian defence is competing with the private sector for top talent. In-Q-Tel has faced a similar challenge, particularly in its overseas offices where recruiting qualified talent is difficult due to competition from high-paying tech companies. However, In-Q-Tel has positioned itself as a unique career opportunity at the intersection of technology, national security, and venture capital.

Belgium could implement similar recruitment strategies by highlighting opportunities for career development and the chance to work on cutting-edge technologies that serve a national purpose. Additionally, offering flexible work environments, as In-Q-Tel does, could make public sector positions more attractive to tech-savvy professionals.

2. Fostering Innovation

Belgium’s STAR Plan emphasises the need for technological advancement, particularly in fields like AI, cybersecurity, and autonomous systems. However, the government’s traditional procurement processes are often slow and bureaucratic. By contrast, In-Q-Tel’s investment model is designed to encourage innovation by reducing the barriers for startups working on emerging technologies. Belgium could benefit from a dedicated public-private partnership program similar to In-Q-Tel, which can quickly identify, invest in, and scale promising technologies from the Belgian tech startup ecosystem.

3. Managing Risks in Technology Adoption

In-Q-Tel’s approach to risk management, particularly its ability to invest in high-risk, high-reward technologies, is another area where Belgium’s defence strategy could benefit. In-Q-Tel invests in technologies that might not see commercial success for years but have the potential to alter the national security landscape dramatically. Belgium’s STAR Plan could incorporate a similar approach by identifying and supporting “moonshot” projects—such as quantum computing or next-generation cybersecurity—that may take years to mature but could provide significant strategic advantages.

Collaborative Ventures for a Stronger Defence

Belgium’s STAR Plan already significantly emphasises international collaboration, particularly within the EU and NATO. This collaborative approach could be expanded by taking lessons from In-Q-Tel’s global partnerships. In-Q-Tel has established offices in trusted allies like the UK and Australia to gain access to the best technologies being developed worldwide. While Belgium is smaller in scale, establishing a more formalised system for technological exchange with crucial allies—focused on emerging defence technologies—could provide a valuable advantage.

For example, Belgium could lead in pan-European defence innovation projects, working closely with partners on dual-use technologies that benefit national security and commercial markets. By pooling resources and talent, Belgium can enhance its role in Europe's collective defence while also strengthening its defence capabilities.

Conclusion: A Strategic Path Forward

The Belgian STAR Plan’s vision for a technologically advanced and resilient defence force by 2030 is ambitious but achievable. By learning from In-Q-Tel’s innovation model, Belgium can accelerate the development and adoption of cutting-edge technologies, attract top talent, and better manage the risks and rewards of investing in dual-use technologies. Establishing a public-private partnership model similar to In-Q-Tel could help Belgium navigate the complex technological landscape, ensuring its military remains competitive and prepared for the challenges of tomorrow.

Sources: https://www.iqt.org/ ; https://dedonder.belgium.be/nl/star-plan ; Harvard Business Review In-Q-Tel business case .

(c) Yannick De Smet. AI-assisted newsletter. The content of this newsletter is solely the idea, work, and expression of the author, and any views or meanings expressed do not represent the opinions or interpretations of any other party.--