Defence Readiness

Martin Wrigley Excerpts

Wednesday 20th May 2026 Commons Chamber

[Martin Wrigley (Newton Abbot) (LD)]

We have had a very interesting debate, with interesting speeches from many Members. I, too, am fully behind the rapid increase in funds for defence and I wish to add my thanks to our serving personnel.

Defence readiness requires a whole-society response and sovereign capability. Across a wide range of issues in our technologies, defence, infrastructure, housing and regulation, the same pattern keeps appearing. Services and systems that are set up to serve the public gradually drift away from having purpose to simply extracting rents and our time, all wrapped up in a bureaucratic mess. The overriding demand for quarterly profits and denial of early intervention, instead rationing resources at the point of maximum need, has driven perverse outcomes in strategic change. We are renting our entire economy to ourselves. We are wasting it on our own bureaucracies, while too often the gains are captured elsewhere.

We need to move back to something much more fundamental: an economy and a set of systems that we build, understand and control. That means having real capability on sovereign technology, UK business and intellectual property, and a resilient defence and security. But this is not abstract. It is directly connected to whether this country is affordable, liveable and works for the people in it.

Ultimately, this is about the social contract. My constituents need to know that the systems that they rely on—public services, housing, business, using buses and trains—have purpose to the people and are not just bottom lines to fill. They need to know that they are designed in their interest and will continue to work for them over time.

I want to use one example: the Palantir contract with the NHS. That example demonstrates, in one place, how we have got it all wrong. We have a major national system that handles highly sensitive personal data where the procurement model is subscription-based, not delivery-based, and where the intellectual property is wrapped up in “know-how”, as much of what is built does not sit clearly with the public. If we become dependent on a single supplier over time, that is not just a procurement question but a question of control, resilience and long-term cost. From a systems perspective, it creates lock-in. From an economic perspective, it allows value to flow out, rather than being built here. From a national perspective, it raises the question: what happens if that capability is withdrawn, restricted or simply becomes too expensive to change?

We have British firms, British engineers, and a strong, open-source capability that could deliver these systems, so the issue is not capability but choice. We cannot make the same mistake with the new single patient record in the forthcoming health Bill, announced in the King’s Speech. That should be transformational, allowing access to patients’ details wherever they originate, and it must be a sovereign capability.

The same principle applies to business more broadly. Markets should reward value creation, but too often now the incentives cause value to be extracted instead, whether through monopoly positions, weak regulation or misaligned incentives. This is where the Government have a role—not to replace markets but to make them work properly again.

In sector after sector we see systems that continue to function but no longer serve the people they were designed for. That applies equally to defence and security. Resilience is about not just spending levels but design. It is about ensuring that we do not build national capability on systems that can fail at a single point—whether that is a supply chain, a digital platform or a dependency on external actors. Sovereign capability is not an abstract concept. It is the practical ability to continue operating when conditions are difficult. It is the ability to serve our country and our constituents through thick and thin, whatever the weather.

What links all of this is simple. When incentives drift, when control is lost, when systems become extractive, the social contract begins to fail. We have talent in this country, and we have capability. The question is whether we choose to use it. In the end, I want to see systems that work and a social contract that people can trust. The King’s Speech does not sufficiently address sovereign capability, and it lacks ambition. The Government need to go further and faster for us to truly be defence ready.