COMMENTARY – Understanding Army innovations through TWI

Editor’s Note: Mustang is a military slang term used in the U.S. Army to refer to a commissioned officer who began their career as an enlisted service member.

FORT LEE, Va. -- I remember it was like yesterday. I was a mustang cadet with 13 years of active-duty experience getting ready to commission to the dark side. I was having a candid conversation with the school’s Assistant Professor of Military Science about career progression and key development positions while serving as a second lieutenant, first lieutenant, and captain.

The APMS was a mustang like me, and he had been mentoring me my entire senior year in the grad program. The morning of the commissioning ceremony, I remember we were having dialogue, and he told me “Jon, when you get done with Command, do not ignore Train with Industry. It is a great experience, it will give you time to reset mentally, and you will learn a skill set that can be utilized in future endeavors.”

As a junior officer, you should be constantly communicating with mentors, superiors and doctrine about your career path. Being a company commander is a key development position, and it should be a priority topic of discussion, but junior offices must not omit the discussion concerning broadening assignments.

Why would I say that…

Well, like key development positions, broadening assignments can have a significant impact on an officer’s career path. It can provide critical insight into future assignments, and it can also provide a skill set that will separate officers from the rest of their peers.

After relinquishing two commands, I was not too keen on getting back into the operational army. I was mentally exhausted and I need the psychological break. When I was contemplating broadening, I suddenly remember those Train with Industry sentiments that were echoed by my mentor seven years prior.

What is Army Train with Industry?

The Army Train with Industry program is a professional development program that allows officers, warrant officers, and enlisted to spend extended periods of time working inside a private-sector company.

It was initiated in the 1970s in response to the Army’s critical need for personnel with advanced skill sets in industrial practices and procedure not available through military or civil education programs. The primary purpose of the Army TWI program is to give selected soldiers hands on experience on managing people and resources, utilization of modern technology, and solving complex problems.

I know not all experiences are the same, but my personal experience with the Army’s TWI program at Deloitte was one of the most valuable professional development opportunities of my military career.

As a Logistics Officer, I entered the program with an understanding of the importance of data, modernization, and efficient resource management. However, my time at Deloitte provided me with a different perspective on how data analytics, innovation, and business practices can improve organizational performance.

Working with Deloitte allowed me to step outside the traditional Army environment and experience how a leading professional service organization approaches complex problems. I was exposed to data analytics, Army modernization initiatives, and methods for transforming large amounts of information into actionable insights. The experience reinforced the idea that data is not simply a collection of numbers—it is a resource that can help leaders make better decisions.

One of the most significant benefits of the TWI experience for me was gaining a deeper understanding of data analytics. As a logistics officer, I routinely work with information involving personnel, equipment, maintenance, supply, transportation, and readiness. My experience at Deloitte demonstrated how analytics can connect these different areas and provide leaders with a clearer picture of organizational performance.

Return on Investment for the Army

In my opinion, a TWI partnership is only successful if the Army has a significant return on investment. For that to happen, there needs to be a multitude of factors that need to align and they all do not all fall squarely on the shoulders of the fellow.

First thing, the corporation needs some type of structure that promotes a return on investment. The industry needs to put the fellow in the right situation to learn and give back to the Army. A skill set needs to be identified and taught to the fellow. Without that, success will be minimal. The industry needs to give and the fellow needs to be able to receive. Structure and culture are very critical.

Secondly, every Army organization operates with finite resources. Leaders must continually determine where time, manpower, funding, and equipment will have the greatest impact. That is why utilizing the tour after TWI is an important factor. The fellow need to be in the right job placement after TWI to maximize on their new skill set.

Lastly, an officer, warrant officer, or NCO needs to consider how the skill set learned during TWI can be applied to the modern-day Army initiatives. The Army spends money to send leaders to a corporation for a year so they can learn a new craft. A fellow needs to do consistent analysis on how it can be applied to daily Army operations. When considering a new system, process, or modernization effort, a fellow should ask more than whether something is new or technologically advanced. A fellow should ask whether it improves readiness, reduces unnecessary work, saves resources, increases accuracy, or provides leaders with better information.

TWI and an Army Career

One of the greatest advantages of Train with Industry is the impact it can have on a Soldier's long-term Army career. Military professionals often spend their careers operating within the Army's established systems and processes. TWI provides an opportunity to step outside that environment, learn how another organization operates, and return with a broader understanding of leadership, innovation, technology, and organizational effectiveness.

For an Army leader, this type of experience can become a career multiplier.

The knowledge gained through TWI can enhance an officer's ability to serve in future leadership and staff positions. An officer who understands both military operations and industry practices can bring a broader perspective to planning, resource management, modernization, logistics, and organizational improvement.

TWI also helps develop skills that will remain valuable throughout an officer's career. Communication, critical thinking, data analysis, project management, strategic planning, collaboration, and problem-solving are not limited to one assignment or one military specialty. These skills can be applied at tactical, operational, and strategic levels.

For me as a logistics officer, the experience provides an additional dimension to my professional identity. I am not only developing as a logistician; I am developing as a leader who understands how data and technology can improve logistics and readiness.

Understanding Army Modernization

A lot of the TWI partnerships can enhance Army modernization initiatives. Working alongside professionals who routinely help organizations implement new technologies and processes gave me a better appreciation for the challenges associated with modernization.

Modernization is not simply about purchasing new technology. It requires understanding the problem, identifying the desired outcome, developing effective processes, and ensuring that people are prepared to use new capabilities.

This perspective is especially important for Army leaders. The Army will continue to introduce new technologies and capabilities, but technology alone will not determine whether modernization succeeds. Leaders must be able to connect technology to operational requirements and demonstrate how new capabilities improve readiness and provide measurable value.

Continuous Learning

The Army's future leaders will face problems that cannot always be solved using yesterday's solutions. Officers must be willing to learn from other organizations, question existing processes, embrace innovation, and adapt when circumstances change. TWI creates an environment where those behaviors can be developed.

The true value of TWI is realized when the Soldier returns to the Army. The purpose of the program is not to turn Soldiers into corporate employees. It is to expose military professionals to ideas and practices that can be adapted to improve Army organizations.

I returned from TWI with a broader perspective, a stronger appreciation for data analytics, and a greater understanding of how modernization can improve. The greatest value of Train with Industry is not simply what a Soldier learns while away from the Army, but it is what that Soldier brings back to the fight.

To learn more about TWI opportunities go to https://www.hrc.army.mil/content/Training%20With%20Industry%20TWI%20Information

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