The talent behind digital success

In 1950, Aldermaston became the site of the UK Government’s Atomic Weapons Programme and was initially named ‘High Explosive Research’.? It became the Atomic Weapons Research Establishment (AWRE) in 1952, and in the same year successfully tested the UK’s first nuclear device in Operation Hurricane, conducted in Western Australia. In 1957, AWRE designed the UK’s first hydrogen bomb, paving the way for the 1958 Mutual Defence Agreement, which remains in place today and allows for the sharing of nuclear materials, technology, and information between the UK and US.

Throughout the following years, AWRE designed and developed a succession of warheads for both the Royal Air Force and the Royal Navy.?? In 1980, the Trident programme was announced cementing submarine launched ballistic missiles as the basis of the UK’s deterrent. In 1987, AWRE became the Atomic Weapons Establishment (AWE). Fast forward to February 2020 and the Government announced that work would commence on a Replacement Warhead programme.

Of course, in comparison to 1952, the world has moved on. Digital transformation has become a critical strategic priority for organisations across industries, not least in nuclear.? Continuous improvement in safety and digital security, is paramount to ensuring safety in new nuclear technologies, for all of us!

At Malikshaw Interim & Executive, we’ve been lucky enough to be involved in AWE’s journey in its digital transformation, which isn’t just about upgrading technology but is a comprehensive enterprise approach strategy.? Their ambition, through significant investment in their digital infrastructure, embedding state-of-the-art capabilities, is that all information is – as they put it – ‘Born Digital’. i.e. Digitally traceable from requirement to retirement.? Exciting stuff.

One of the most complex challenges facing AWE has been recruiting and developing a leadership team that can truly champion digital innovation in a field traditionally rooted in manual processes and stringent regulatory frameworks. Locating people who not only bring in technical expertise but also strategic foresight, and cultural fit—qualities that are rare and in high demand across the tech and engineering sectors.

Then there’s the legacy angle. ?It takes a special kind of leadership to take established teams and existing systems, rally them around a new mindset, and embed a new digital ecosystem while ensuring that all employees, regardless of background, feel able to contribute. The pressure on AWE’s leadership team to bridge these skill gaps, uphold security standards, and inspire a collaborative digital-first culture is immense but crucial for the success of the ‘Born Digital’ vision.

AWE is not alone in its approach, and we are seeing very different requirements for the role of Chief Digital Officer, which has evolved from overseeing digital projects to something much more integral. ?When Sebastian Klapdor, EVP and CDO of Vista (a.k.a. Vistaprint), was asked to comment on the traditional approach of centralised data teams working in isolated environments, he put it like this

“There was a central team of engineers sitting in a physical data warehouse in a basement, and that just does not scale. The first thing we did was adopt a data product approach - treating data like a product and strategically developing, launching, supporting, and ensuring the success of data products within the organisation.”

Klapdor’s emphasis on this product approach - marketing, pricing analytics, manufacturing, and customer care - illustrates how great data leadership can allow organisations to strategically identify and solve the biggest problems using data, AI, and analytics.? Makes you think.

Circling back to AWE, therefore, it’s clear their challenge is much more than just a technical shift; it’s about cultivating a culture of change and innovation. From my perspective, as a specialist recruiter, AWE’s digital-first approach will be typical in future.

What also stands out to me is the role of cross-functional leaders in this process. Not simply across business strategy and technology, but also understanding the human and cultural dynamics at play. They’re the ones making collaboration happen across departments, managing the transitions brought about by new technologies, and ensuring that everyone is on the same page.?

Seeing AWE make real strides in digital transformation has been incredibly rewarding, especially as Malikshaw has had the opportunity to play a part in the journey.? It’s a privilege to be at the ground floor, building powerful teams of specialists unlocking insights from data, engineers preparing resilient digital infrastructure, and AI specialists driving operational advancements.

By focusing on these critical areas, organisations like AWE can build resilient, future-proof digital landscapes that empower their teams and enhance their missions. It’s certainly an exciting time to be matching talent to aspiration.