I would most distinctly not disagree with that and was actually formulating a response which acknowledged your point.I agree pretty much with that. But my point was mostly about strategic leadership or the lack of it.
For the most part, military leadership is about small team leadership. At every level from platoon up to divisional command, the leader leads a small team of direct reports. He or she doesn’t really set the organisational culture or strategic plan; he’s only there for a couple of years. The vision comes downwards in the form of intent.
Developing this sort of small team leadership is exactly what minor public schools are good at. They are not good at developing visionaries, thought leaders and potential strategic leaders.
This is not an Army only problem; manifests itself in many ways, the lack of strategic leadership at the top of the Army is but one. The fact that the UK has yet to produce a genuine tech unicorn is another. As are several major corporate failures and the destruction of some of Britain’s great major business. And many of the failings of the NHS and other public sector bodies.
It's very difficult, of course - the individual who can define a desirable and achievable end state which the organisation can move towards and inspire the membership - or the informal, as well as formal leadership of that membership - to do what's necessary to achieve it - is rare and, when one emerges, is usually muffled and stifled by the usual corporate bollocks.
I have one specific example in mind of when it worked, a highly energetic and absolutely brutal individual who was brought in by the Board to scrub down my (then) company with the stiffest of wire brushes to get it in shape to survive. His message was uncompromising and existential and permeated the entire company, with a number of senior leaders who did not get with the programme most ricky tick suddenly finding themselves looking for exciting new opportunities elsewhere. He stayed for the four years it took to complete the process, was feared and disliked, but recognised as having a proper strategy and folk got behind it.
Other attempt seen in other companies to implement strategy at all, never mind strategic change, were essentially exercises in corporate bollocks and business buzzword bingo and were largely disregarded.
As you say, the curse of the times is short-termism - and I'd add another, the utter lack of loyalty and solidarity downwards, which leads to the same upwards. From what I've seen, this is something the Army should beware of; my sense is that many soldiers, NCOs, warrant officers and sub-senior officers do not have the sense that all their elders, betters and seniors feel any particular interest in, or obligation towards, them.
I've often noted around here how surprising it is that some individuals opt for careers as Army officers when they don't actually like soldiers, their company or their humour all that much.