The U.S. Army’s digital transformation is well underway, and Brigadier General Robert Mikesh, Deputy Program Executive Officer for Enterprise Information Systems (PEO EIS), says the shift is reshaping how the Army delivers software across its portfolio. “We actually started a digital transformation in the spring of 2023,” Mikesh explains. The effort meant moving away from a waterfall approach to software development and embracing agile methodologies across the organization. That transition has required more than just process changes — it has involved a cultural shift, new training, and building new partnerships both inside and outside the Army.
The first step, Mikesh says, was to get comfortable with agile practices. That meant learning a new language, new ceremonies, and new ways of thinking about software delivery. “Culture is the hardest thing to change,” he admits, but the team has committed to adopting agile across the entire portfolio.
Bringing in functional leaders and business owners early was key to success. Mikesh shares that his team invited these stakeholders to attend agile training right alongside developers. “It was amazing that we found it as we learned together,” he says. This shared learning helped bridge gaps, align priorities, and speed adoption of the new approach.
Mikesh emphasizes that involving end users is critical to making modernization work. PEO EIS has asked functional experts to serve as product owners on sprint teams, giving them direct influence over software development. “It was an amazing moment to watch senior noncommissioned officers back-briefing Army senior leaders on their area,” he recalls. 
The team also identifies Army units willing to act as early adopters for new software. Working with these units allows developers to get real-world feedback quickly, iterate on minimum viable products, and adjust within two-week sprint cycles. Mikesh notes that retrospectives — a key part of the agile process — provide immediate insight into whether the team is hitting the mark.
A hallmark of the Army’s agile transformation is the willingness to fail fast. Mikesh describes a test event in Vermont where conditions didn’t allow the software to perform as expected. “That’s okay,” he says. “That’s failing early, and it’s okay to iterate on that and come back and make another try.”
Being transparent with users is another priority. Mikesh believes it’s important to go back to soldiers and show them that their feedback was heard and acted upon. This two-way conversation builds trust and strengthens adoption.
Partnership with industry is another area where Mikesh sees significant progress. He says the Army has learned the value of having original equipment manufacturers (OEMs) on the team under direct contract, allowing the Army to get the most out of commercial software solutions.
Contracting has also evolved. PEO EIS is increasingly using Commercial Solutions Openings (CSOs) and Other Transaction Authorities (OTAs) to bring in innovative solutions faster. Mikesh praises the work of the Army Contracting Command at Aberdeen Proving Ground for helping to spur adoption of these new approaches.
For Mikesh, digital modernization is as much about relationships as it is about technology. He highlights the value of conferences like TechNet Augusta, where Army leaders can meet with industry partners, hear about emerging technology, and communicate requirements directly. “It’s two-way listening,” he says, describing how industry learns what the Army needs while the Army sees what industry is building.
Mikesh also points to the software acquisition pathway as an important framework for modernization. He calls it a “contract with each other” between the Army and its users, setting the expectation that software will be delivered incrementally and iteratively. By combining agile practices, user involvement, industry engagement, and innovative contracting methods, Mikesh believes PEO EIS is delivering better software faster — and ensuring the Army is ready for the demands of the digital battlefield.