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Requirements management (RM), as practised in the aerospace and defence sectors, attracts interest from construction researchers in response to longstanding problems of project definition. Doubts are expressed whether RM offers a new discipline for construction practitioners or whether it repeats previous exhortations to adopt a more disciplined way of working. Whilst systems engineering has an established track record of addressing complex technical problems, its extension to socially complex problems has been challenged. The dominant storyline of RM is one of procedural rationality and RM is commonly presented as a means of controlling dilettante behaviour. Interviews with RM practitioners suggest a considerable gulf between the dominant storyline in the literature and how practitioners operate in practice. The paper challenges construction researchers interested in RM to reflect more upon the theoretical debates that underpin current equivalent practices in construction and the disparity between espoused and enacted practice.

Military technology is traditionally shrouded in secrecy. Even joint research between allies can be a marriage of convenience. But with the end of the Cold War and greater European integration, the technological landscape is changing, and a closer interface is emerging between military and civilian technologies. A worldwide stagnation in defence spending is accelerating the take‐up of commercial off‐the‐shelf technologies, while in the aerospace sector, the factors of safety and the environment are becoming at least as important as cost.

The purpose of this paper is to explore the evolution of “product‐service” (P‐S) strategies in the aerospace sector. Despite the widespread perception that aerospace organisations are advanced in terms of P‐S integration, little is known about the realities of P‐S provision in the sector. Much of the existing literature is normative and prescriptive, focusing upon what organisations aspire to do, but offers little insights into how attempts to integrate products and services occur or the challenges organisations encounter.

This paper presents an in‐depth case study of an international aerospace original equipment manufacturer, referred to as “JetCo”. A total of 18 interviews were conducted with key actors involved in the operationalisation of P‐S strategy within defence aerospace and civil aerospace divisions. In addition, analysis of internal company documentation was also undertaken.

This paper reveals that current P‐S strategy, which builds upon a long history of service offerings, initially evolved separately in each division in response to the particular markets in which they operate. However, there was evidence of a corporate‐wide strategy for P‐S provision being developed across divisions to improve co‐ordination. This was founded on the recognition that P‐S delivery requires the development of a stronger customer orientation, better knowledge and information management strategies and the engagement of employees. A key challenge concerned integrating the product and service parts of the business to ensure consistent delivery of a seamless value offering to customers.

The paper offers fresh empirical evidence into the development of P‐S in an organisation drawn from a sector often flagged as an exemplar of P‐S provision, and provides insights into the complex realities of P‐S implementation and delivery. Notably, it highlights the challenge of attempting to embed an organisation‐wide “service culture” in pursuit of integrated P‐S delivery, and questions the nostrums and overly simplistic models which pervade the current solutions discourse.

Following on from the thawing‐out of the cold war and the revolutions of Eastern Europe, the threat of lower armament levels provided opportunities for the rationalisation of European defence and its military‐industrial complexes. Coupled with the continuing threat of reduced defence expenditures and increasing competition, defence companies have reacted to the changes with a number of strategic moves involving mergers and acquisitions, market nicheing and diversification, in addition to lay‐offs and plant closures. More recently, moves towards a single European defence industry have been discussed among the major contributing member countries and their industry leaders. The integration of a defence aerospace industry seems well placed to succeed, given French co‐operation, and this should produce a formidable, global competitor. East and Central Europe’s contribution to the equation is questionable, although the early signs are that west European defence companies are establishing firm footholds in the region against strong US competition.

Alpha Design Technologies Private Limited (ADTL) was started in 2004 by Colonel H.S. Shankar after his retirement from services in the Indian Army and Bharat Electronics Limited (BEL). Aggressively growing the company from US$0.04m in 2004 to US$100m in 2022, he proved that age was not a barrier to success in entrepreneurship. His aspirations were to gain a greater presence in foreign markets through higher exports. After reading this case study, the students will be able to understand how the defence sector evolved in India and the role of private-sector enterprises; recognise the risks and opportunities in the changing dynamics of defence sector in India; believe that the ideas and capabilities of an entrepreneur increase with relevant previous experiences; appreciate the ambition and managerial capabilities of an entrepreneur even at the age of 60; apply Ajzen’s theory of planned behaviour on the entrepreneurial journey of Shankar and formulate strategies for growth.

Started in the year 2004, ADTL specialises in manufacturing defence-related products. ADTL was cofounded by Shankar, at the age of 60. His experience of working with the Indian Army and BEL in various capacities gave him the proficiency to start a venture on his own after his retirement. The ecosystem in India was favourable for ADTL as the Government opened up the defence sector for private players. Nevertheless, age was not a barrier for this senior citizen to tap the opportunity and work aggressively to grow his venture from US$0.04m in 2004 to US$100m in 2022. By 2023, ADTL had an employee strength of 1,200 including 650 engineers, and they emerged as a market leader in Software Defined Radio space. They manufactured around 200 different products for defence and space. ADTL exported 60% of the defence products to countries such as Israel, the USA and Germany. Moving forward, the dream for Shankar was to make a mark in the defence geography of the world through ADTL, by improving its export volumes and also through strategic alliances.

This case study can be taught to Master of Business Administration/postgraduate degree in management students as a part of the introductory course on entrepreneurship and strategy. This case study can be used specifically to make the students understand the role of private sector in the manufacturing of defence products after the liberalisation policy of the Government of India. The intention was not only to protect the nation from the threat posed by neighbouring countries but also to promote exports of defence products to other countries to improve foreign exchange earnings.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Discusses how recent changes in the European defence market have forced leading defence companies to make significant changes to their corporate strategy. Examines these changes, reviews the existing literature on strategic change in the defence sector and provides a detailed case study of British Aerospace. Shows that the process of strategy formulation is complex and changing. Moreover, makes it clear that the defence market is restructuring at a European and international level and that the process of managerial collaboration is intensifying. Says that the future of the defence industry and the strategic focus of defence firms is thus unlikely to remain in the hands of national governments but will be determined at a European or global level.

AEM will be exhibiting in Hall 4, Stand G1. The exhibit will illustrate AEM's comprehensive range of accessory repair and overhaul services for electrical, hydraulic, avionic and safety equipment. Farnborough will also be used as the official launch of AEM's Boeing 737 Landing Gear Total Support Pro‐gramme, which encompasses a complete exchange and overhaul service. Copies of Aviation Accessory News will be available on the stand.

Normalair‐Garrett Ltd., (Stand No. N31) part of the Westland plc Group of Yeovil, Somerset, is exhibiting a wide range of products which demonstrate the company's diverse capabilities in control systems and precision components for the aerospace industry.

Highlights that the application of virtual prototyping to the development of complex aerospace products has brought about a revolution in the way that such products are introduced into production. Deals with implications of the introduction of virtual prototyping to a highly competitive high‐technology global industry. Points out that the benefits of this engineering innovation are not limited to the aerospace sector, however, and the lessons learned can be equally applied in other design and manufacturing activities. Describes the development and application of a comprehensive virtual prototyping initiative applied to the mechanical design and manufacture domain at British Aerospace Defence Dynamics, and the extent to which it has affected working practice. Introduces aspects of the existing research collaboration programme, and identifies potential areas for future research.