Pivot or Die Part I: The Art of Agility On and Off the Battlefield
By Rob Smith, SPC, PMP, PMI-ACP, CSM, PPO, ICP-ACC, Senior Practitioner and Lean Agile Coach, PhoenixTeam
The term “pivot” is defined as “an adjustment or modification made (as to a product, service, or strategy) in order to adapt or improve.” It is a common buzzword that describes vastly differing degrees of adaptation due to circumstances, although it typically refers to a monumental shift with little or no time to plan or react. For example, imagine dedicating your entire life to training and practicing as a pediatrician and then finding yourself in the role of a trauma surgeon overnight. Alternatively, if you currently hold the position of Director of Logistics for a small company and suddenly take on the roles of City Manager for three small cities and an Economic Stimulus advisor for four rural counties. Both examples may sound extraordinary and far-fetched, but both are real-life stories that demanded quick responsiveness to change.
Serving in the Army for 22 years, “pivot or die” was my reality. Change is constant, always anticipated and never negotiable. I recall one occasion in the Spring of 2008, during my time on the Iraq battlefield, where my life and the lives of 800 fellow soldiers depended on the capable hands of our Battalion Surgeon. While a skilled pediatrician by training, this officer had limited hands-on experience treating the type of trauma encountered in the field. Yet, he expertly transitioned into the role of the senior medical officer for our combat organization. Simultaneously, our Battalion S4 (Logistics Officer), typically tasked with the supply and logistics of front-line units, was now responsible for maintaining three small bases (cities) housing between 100 and 400 soldiers each.
To add to the Battalion S4’s already extensive list of responsibilities, which included ensuring troops had access to food, fuel, and ammunition for maintaining security in our operational area, he also had to oversee amenities such as laundry services, dining facilities, running water, electricity, waste disposal, and housing – all the conveniences we often take for granted in urban living. He wrote grant proposals, managed funds, and supervised projects to reintegrate military-aged males into the workforce and was responsible for reconstructing the region in Iraq, where we were tasked. Just like our Battalion Surgeon, our Battalion S4 excelled with the pivot, immersing himself in the regulations and consulting the experts, learning on the job until the experts were consulting him!
Consider another example where an officer transitioned from overseeing small projects to taking charge of our area’s most sensitive security project: the disbursement of funds to approximately 6,000 Sons of Iraq, who played a crucial role in supporting US and Iraqi government forces in safeguarding the region. These payments involved the physical cash distribution to each individual, following rigorous protocols to prevent fraudulent activities. This monthly operation was an intense 2-3 days, to say the least.
Remarkable, yet common, pivot or die is a way of life in the military and a skill that most Veterans employ as often as they say “sir, yes sir” or “roger that” in war movies. These individuals exhibit exceptional resilience, a can-do attitude, and adaptability. A team composed of such individuals, whether on the battlefield or in the trenches of Corporate America, can accomplish what might appear insurmountable, as demonstrated by the most demanding missions during my military service.
One such Iraq mission in 2009 was the literal definition of pivot or die. I was a new operations officer, the third highest-ranking officer in our 400-soldier Field Artillery Battalion. While most field artillery battalions have five to seven hundred soldiers, our unit was primarily task-organized and attached to other forces. Our headquarters and one infantry company, based in Nahrawan, Iraq, secured the area and trained the local Iraqi Police force. We also oversaw one Artillery Battery, about 100 soldiers strong, located 20 miles from Nahrawan, with the mission to provide artillery support to coalition forces in the region.
Within three weeks of starting my new position, we received a mission change requiring our headquarters to relocate over 30 miles away. This area was currently managed by three different battalions under different Brigade Headquarters, making the handover of facilities, intelligence, and logistics complex. Adding to the challenge, we assumed command over three unfamiliar companies, each with 120-200 soldiers, who were also new to the area, just like our headquarters staff. Task Force (TF) Thunder pivoted, learned, excelled, and accomplished its mission to create a brand-new organization while dodging bullets, literally.
For perspective, imagine your Agile Release Train of 150 individuals taking on the challenge of developing and marketing the products from three separate Agile Release Trains, from three separate business entities, each with unique products and markets. You have just three to four weeks to become fully operational. It is a pivot or die scenario and one that technology experts and hero veterans tackle with the same tenacity as they did in military operations to deliver on-time, accurate, and valuable solutions for their clients.
Upon self-reflection, I think about our veterans’ ability to adapt to almost any situation and their innate ability to analyze environments and accomplish their mission. Remarkable outcomes can be achieved when organizations adopt the flexible structure and mindset of the US Army, as demonstrated in TF Thunder’s successful reorganization during challenging circumstances.
Stay tuned for part two, where I unpack how technology organizations can replicate the US Army’s flexible structure and doctrine for agile reorganization, or pivoting, to ensure mission success.
Thank you for allowing me to share one of my fondest “In the Trenches” stories with you. More to come!
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Rob Smith is a retired military officer with over nine years of experience as a Lean-Agile Trainer and Coach. He is a Senior Practitioner and Lean Agile Coach at PhoenixTeam. His distinct and adaptive international experience, combined with his military service and ethos, give him a unique perspective that applies to anyone who desires to succeed. Rob is passionate about sharing how his experiences in the service translate to success as a civilian. Please stay tuned for more articles on Veterans in the Workplace and how Blue Phoenix can help you leverage the power of our Nation’s Heroes!
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