NEIGHBORHOOD RECON Teamey worked with DARPA to build TIGR Patrol View, which, like Google Street View, lets Soldiers preview a route based on the input of users who’ve been there before—with photos and notes on obstacles and topography, collapsed buildings, roadblocks, potential sniper nests and other evolv- ing hazards. In a battlespace that changes from day to day, TIGR represents a big improvement on a static map. (Image courtesy of DARPA)


“applies to all teams, military or otherwise”—was that “if you have people who can’t work together, you’re not going to be successful.”


Another overarching lesson Teamey has learned about failure in both the military and the business world is that “your tactics and your strategy and your grand strategy have to be nested within one another. Tey have to mesh, because tactical fail- ures can sometimes lead to strategic defeat. Poor strategy almost always leads to tactical failure.” In business terms, “startup com- panies also need to have a good fit between their product and their market. Te analogous situation, when looking at things from an intelligence context, is if you don’t understand your operating environment, you will fail.


“It’s true in business, and it’s true in the military.”


A useful tool of entrepreneurship that Teamey adapted from his military experience is the after-action review, which he said the military, particularly the Army, does better than any other orga- nization he has ever worked for.


“You sit down afterward, go over what worked well, what didn’t work well, and you gather those lessons learned and apply them


the next time around so you get better and better. … Tat’s something universal across the Army that the Army has done very well, and that’s something that applies very much to life in a startup—you’re going to constantly screw something up because you’re moving so rapidly, because you never have full fidelity on the operating environment and because the environ- ment itself is changing. You have to be able to very, very rapidly learn your lessons from a mistake and change direction.”


GOING FOR IT In the same way that an intelligence officer has to understand the operating environment, going into business means doing extensive research, Teamey said.


“You have to get to the point where you understand the environ- ment, and you need a match between your product, the market and a team that can actually make the whole thing happen. Tose three things have to work together.


“You also want to actually test your hypotheses on product fit against the market as best you can. Sometimes it’s more difficult than others, but basically, you go out and you talk to the people you think can be customers and you get feedback before you even build anything, whenever possible.”


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