Does that apply, here?It has always struck me as strange that any organisation would trust its long term future to people who are towards the end of their working life.
Carter is 63. Carlton-Smith is 57. A strategic vision for the future of the forces has to look forward 20 years, by which time they’ll be 83 and 77 respectively. Whatever vision they enunciate, they will never have any responsibility for implementing it let alone have a stake in its fruition.
There are plenty of people older whose experience and knowledge are greater and more relevant than that of the two people you mention here.
The problem we have is that we're chasing fads and dismissing tried-and-tested truths... such as the best counter to Heavy is better Heavy (not 'Cyber').
To re-quote a friend of mine who was discussing his retirement with me, the next generation comes along full of bright ideas.
Those bright ideas also came along with the previous generation and the one before... the "Wouldn't be a good idea if...?" and "Why don't we...?" 'revolutions' have already been tried and found wanting. Often we do things as we do because they are the best way(s) of doing them.
The obsession with light infantry, the 'new' and 'transformative', and the determination to dismiss the 'old' has proven to be a very poisonous mix.