Graver Agile Innovations, LLC reposted this
During last week’s SAFe Product Owner/Product Manager training at USMC, we discussed market rhythms—the predictable cadences that influence decision-making. Unlike the commercial sector, DoD acquisition operates on distinct rhythms that often feel like barriers to agility, especially the Planning, Programming, Budgeting and Execution (PPBE) cycle. What if we could look at this as an opportunity rather than as an obstacle? I would love to explore how engaged leaders can use the PPBE cycle proactively align funding, resources, and priorities —rather than treating PPBE as an obstacle to agility. How do we leverage the PPBE to create opportunities for strategic planning, early advocacy, and faster decision-making? 🔹 How have you leveraged DoD market rhythms to drive agility instead of slowing down? 🔹 What insights can help leaders better navigate and take advantage of market rhythms in DoD? Drop your thoughts below! 👇 #SAFe #ProductOwner #ProductManager #AgileAcquisition #DoD #DoDAcquisition #LeanAgile #PPBE #DefenseInnovation #MarketRhythms #BudgetCycles #CongressionalBudget #MilitaryAcquisition #AcquisitionReform #SpeedOfRelevance #EngagedLeadership #AgileLeadership #Transformation #AgileGovernment #StrategyNotBarriers
Director of Technology @ BairesDev | Zero Trust Architect | Enterprise Strategist
1moPPBE gets a bad rap for being slow and rigid, but smart leaders use it to drive agility, speed up decisions, and push modernization forward. By the time budgets are set, the money’s already spoken for. BUT CIOs have the authority to shift strategy smartly to meet the most pressing needs. Engaging in the POM cycle ahead of time means controlling the pool, not the swim stroke. You’re shaping decisions instead of reacting to them. Instead of waiting for the next budget cycle, CIOs should hold programs accountable to delivering consistent progress and provide incremental funding based results driven achievements—this is allowed under DoD 7000.14-R and is a huge advantage for emerging tech across the entire DoD enterprise. Reprogramming, color-of-money shifts, tailored acquisition pathways—leaders who know these flexibilities exist can move funding where it’s needed instead of getting stuck. Use them. Modernization moves fast, budgets don’t. Pushing for modular, scalable solutions keeps programs relevant even when funding lags behind. All of this is precluded with smart management and streamlining business processes. To do this you need to have an enterprise architecture that maps what those are and how they interact,