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Justin Maciejewski: In the Second World War, the British Army achieved success by focusing a huge amount of resources on a smaller enemy force, then wearing them down through attrition. The Quarterly: Why did the British Army change the way its organization works? In this conversation with McKinsey’s Rob Theunissen, Maciejewski talks about the modern army’s agile model, the balance between command and control, the importance of (good) process, and the notion of learning without blaming. Awarded the Distinguished Service Order for his role in Iraq, Maciejewski joined McKinsey in 2013 and was appointed director general of the National Army Museum in London in 2018. This has transformed the British Army’s approach, which for generations had been based on centrally controlled, set piece battles focused on overwhelming firepower and attrition. It was a time that coincided with the development of a new type of leadership based on empowerment, designed to make the British Army more tactically agile and able to overcome larger adversaries through maneuvers, rapid planning, and decision making that disrupt and break down the enemy’s cohesion. Maciejewski’s career in the army spanned more than a quarter of a century, taking in the years after the Falklands War, in 1982, to recent operations alongside coalition forces in Afghanistan, the Balkans, and the Middle East. He subsequently brought his leadership experience to the commercial sector as a management consultant with McKinsey. He spent 27 years with the British Army, including serving as commander of the 2nd Battalion, The Rifles, during its vital peacekeeping mission in Basra, Iraq. Justin Maciejewski has been the director of the National Army Museum, in London, since 2018.