The first is that Minister Marise Payne has made choices that are deliberate, informed, and aimed at both cementing reforms in place as well as keeping the process moving. None of the new appointees represent radical choices; on the other hand, none are steady as she goes types either.

Take the new Chief of Defence Forces, Lieutenant General Angus Campbell.

Yes, conventional. Duntroon graduate (class of ‘84); infantry (parachute) followed by SAS; Middle East command (2011) before being appointed Chief of Army in 2015. But hang on a minute, no, he’s not. Masters of Philosophy (Cambridge); Deputy Secretary of the PM’s Department, and time heading Operation Sovereign Borders, a task carried out professionally no matter what personal feelings he may have held at the time.

A contemporary comments that he hasn’t used his period heading the army to change much, and perhaps that’s true. Nevertheless, and unlike his predecessor (Australian of the Year) David Morrison, Campbell didn’t attempt to make a huge splash nor suddenly embark on wholesale structural reform. He knew doing so risked breaking the organisation, something many feel nearly happened back in the late ‘90’s. Instead he’s fostered the careers of individuals who he believed would benefit from wider experience and attempted to give others opportunities outside the service. Has he done enough? Probably not. Nevertheless, without his careful nurturing, the army certainly wouldn’t have recovered to the extent it has. After Vietnam it took decades to regain capability; today it’s a force in being.

The announcement of Major General Ric Burr to replace Campbell as army Chief surprised no-one. Burr’s also spent time in PM&C; but, more significantly, has been the only foreign officer the US has ever trusted to be the deputy commander of its Pacific army. That’s a huge vote of confidence. He really impressed our ally during his Marine Corps Staff College postings; he’ll have real ideas about how he wants to improve the army further over the next couple of years.

Vice Admiral David Johnson switches from joint operations to take over as No.2. His new position is ideal for someone with a demonstrated capacity and ability to keep lots of balls in the air at the same time, always quietly and without fuss. It’s a sensible appointment. It’s also one that demonstrates Payne has a real feel for nurturing the military.

The current Vice Chief, Ray Griggs, was suffering from an insidious whispering campaign about his personal life, directed through the pages of another newspaper. This began the minute it looked as if he might receive another promotion and quickly took on the nature of a vendetta. It was, almost certainly, both vindictive and unnecessary. Those genuinely interested in the forces would do far better to consider how long it’s really desirable to have individuals sitting at the top of the defence tree rather than trading in salacious gossip.

Angus Houston held the title ‘chief’ for almost a decade, first heading the Air Force and then Defence. The problem is that no matter how gifted the individual, such long-term appointments aren’t good for either renewal or agility. It might be better to consider if two-year commands (with the possibility of an extension, for a total of four years) represent a more appropriate tenure in a top job.

The promotions of both Campbell and, to the critical job of Operations boss, Mel Hupfield (who studied at Kings College, London) demonstrates a welcome recognition that knowledge and experience can be acquired elsewhere than sitting at a desk shifting papers at Russell.

Jobs serving in the forces of other nations or as attaches (such as the positions Jim Molan held in Jakarta and Iraq) are critical in developing agile and flexible minds.

It may be that all three services need to move towards a new model of career management, not simply for the chiefs but also for senior officers.

Australia has a particularly large ratio of star-ranked officers to aircraft, soldiers and ships. Only one four-star (compared to one civilian Secretary of Defence) and five three-stars (compared to eight civilians and scientists). There are, however, an extraordinary 223 further star-ranked officers listed in the most recent annual report. It’s not that we shouldn’t be employing these highly paid officers – we need the best. The changing nature of war and society means there are real jobs for such people and they need to be properly remunerated. The question is, rather, what’s the best career path to equip an individual for the nature of new defence challenges and do they need to be wearing a uniform to be, for example, coordinating cyber capabilities.

Campbell has a critical job. Defence has changed dramatically in the past 34 years while he’s been climbing through the rank structure. Fortunately his wide experience is likely to help him as he grapples with the rapidly changing strategic environment we’re facing.

Australian Strategic Policy Institute Director Michael Shoebridge believes Campbell is the right choice if the government wants to change the services. I just hope he manages to drive it far and fast enough.

Nicholas Stuart is a Canberra writer.