Photo By Candy C Knight | Discover how the 2d Theater Signal Brigade's Data Engineering Office transformed from...... read more read more
Commentary by Nathan Slack, Chief Data Officer, 2d Theater Signal Brigade
WIESBADEN, Germany — When I became Chief Data Officer, I took on the responsibility of shaping the Brigade’s data strategy — without any resources. The commander knew he wanted to identify the metrics that defined a “good organization unit,” and I knew I had to earn my team.
My initial challenge wasn’t just the data — it was the silos and inaccessible legacy systems. As I diligently gathered the foundational data, the commander, recognizing my effort, stated confidently, “You need support!”
The following week, my first assigned Soldier arrived. He had never worked in data, but he had a burning desire to achieve. I was captivated by his fierce ambition and eagerness to learn — he wasn’t just aiming to be the first Soldier in the Data Engineering Office (DEO); he was determined to be the absolute best.
Shortly thereafter, I appointed a Chief Knowledge Officer (CKO) to enhance our organizational strategy. We implemented the Scrum framework right away, which effectively aligned the CKO’s strategic, civilian viewpoint with the Soldier’s tactical and mission-oriented approach. This integration allowed us to foster collaboration and improve overall efficiency within our teams.
THE TRUE ENGINE OF IMPROVEMENT: THE SPRINT RETROSPECTIVE
We religiously maintain time for the three core parts of our planning: Sprint Review, Sprint Planning, and the crucial Sprint Retrospective.
The Review emphasizes the evaluation of the product, while the Planning component focuses on future objectives. In contrast, the Retrospective concentrates on fostering our culture. For a brief, non-negotiable period, every team member is encouraged to temporarily set rank and grade aside and speak frankly.
I’ve lost count of how many times these sessions turned into “complaint sessions,” but the result is consistently amazing:
• Once an individual can share their perspective and identify what isn’t working, adjustments are made.
• Every single session has led to some improvement that has demonstrably increased our efficiency.
As a leader, this honesty is my metric for strength. When Soldiers and Civilians feel safe enough to challenge the process —regardless of rank — you know you’ve built a strong, resilient culture that is truly committed to continuous improvement.
THE RESULT: A RESILIENT, SELF-FORMING TEAM
As our progress became undeniable, our resources increased accordingly. Currently, the DEO represents a dynamic amalgamation of dedicated Soldiers, who are resolutely committed to our mission, and innovative Civilians, who contribute fresh perspectives and creativity. Together, we form a formidable team that effectively leverages our unique strengths to achieve notable success.
This fusion empowers our experienced personnel to expertly guide teams toward ambitious goals during backlog reviews, where we assess and prioritize tasks, and planning sessions, where we strategically chart our future.
This approach cultivates truly self-forming, self-managing teams.
We blended tactical excellence with strategic foresight, forging a unit that is not only fiercely effective but also incredibly resilient.
| Date Taken: | 10.22.2025 |
| Date Posted: | 11.17.2025 03:53 |
| Story ID: | 551289 |
| Location: | WIESBADEN, HESSEN, DE |
| Hometown: | INYOKERN, CALIFORNIA, US |
| Web Views: | 26 |
| Downloads: | 0 |
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