In the 2000s, television often divided the world into two distinct groups: the suits and the troops. The suits were business executives, analysts, and seasoned journalists—those who held the power in decision-making but didn’t always experience the daily grind of the industry they represented. On the other hand, the troops were the athletes on the ground, the frontline team who carried out the product but were often left out of the big-picture conversations. For decades, these two worlds existed separately, but today, the lines are blurring. The most successful companies today blend the perspectives of both—the strategic insight of suits and the practical know-how of the troops.
In today’s world, we see former athletes and field professionals stepping into roles of immense influence. Take, for example, Tony Romo, a former NFL quarterback, who is now one of the most recognizable voices in sports broadcasting. Or consider Deion Sanders, a former football icon who has transformed college football into a nationwide spectacle. These professionals were once in the trenches, and now they are driving massive success in their industries.
The shift is clear: expertise from the field is no longer just appreciated—it's essential. The best models today fuse insights from both ends of the spectrum. Troops bring invaluable first-hand knowledge of what works, what doesn’t, and what the actual needs are on the ground. Suits, however, provide the organizational and strategic oversight to turn these insights into scalable solutions. This model isn’t just beneficial—it’s transformative, especially for industries like transit, where the needs of both passengers, stakeholders and operators often differ from what is predicted in boardrooms.
One of the biggest advantages of integrating troops into decision-making is the unmatched cultural understanding they bring. Troops—like bus operators—are not only familiar with the technical aspects of their work but also with the culture and challenges that come with it. They know the pulse of the day-to-day realities in the field, from the nuances of passenger behavior to the stressors of navigating heavy traffic.
For instance, transit operators are intimately aware of passenger frustrations—from delays to crowded buses. Their insights ensure that solutions are not just theoretical but practical, designed around the realities of the system. This deep-rooted understanding fosters an empathetic culture within the organization, where decisions are made with the end-user (the passenger) in mind, but also consider the well-being of the operators. In a world where customer experience is key, having this cultural sensitivity is invaluable.
The further removed decision-makers are from the day-to-day operations, the more at risk they are of becoming disconnected from the actual challenges their workers face. The idea of "high-level" decision-making is often disconnected from the reality on the ground. This can lead to misaligned strategies that simply don't work when applied in the real world.
By incorporating feedback from the troops into key decisions, companies can bridge this gap. Operators know where the bottlenecks are, where systems are inefficient, and where communication breaks down. Their ability to provide real-time feedback ensures that decisions stay relevant, accurate, and grounded in reality. It’s this ongoing dialogue between the troops and suits that keeps strategies adaptable and ensures that the agency's actions are both efficient and effective.
Another crucial advantage of this hybrid approach is speed. When troops are actively involved in decision-making, organizations benefit from real-time data and contextual understanding. Analytics and surveys have their place, but they can never capture the nuances of live action. A bus operator's on-the-ground perspective is far more valuable when it comes to identifying and solving problems quickly than relying solely on abstract data points.
Take, for example, a major operational issue: a sudden increase in demand for buses in a specific area. By involving bus operators in decision-making, agencies can quickly evaluate the root causes and implement solutions—whether it’s re-routing buses, adding more shifts, or adjusting schedules. This direct line of communication allows for quicker adaptations that align with both the reality of the service and the strategic needs of the agency.
Incorporating troops into higher-level discussions doesn’t just improve decision-making—it also enhances credibility. Troops bring with them a wealth of authentic experience, making any changes or initiatives feel more legitimate. When frontline employees are involved in decision-making, the whole team understands that their voices matter. This strengthens morale and creates a more unified organization.
Furthermore, when suits collaborate with troops, they can make sure that their strategies don’t just sound good on paper, but work in practice. This synergy builds trust and respect across all levels of the organization, creating a solid foundation of mutual understanding and support. This credibility is essential not only internally but externally as well, as stakeholders—whether passengers, local governments, or investors—are more likely to back solutions that feel grounded in real-world experience.
The partnership between troops and suits is not just a nice-to-have—it’s essential for long-term success. Troops bring an irreplaceable level of field knowledge and cultural understanding. Suits provide the strategic framework needed to scale and organize these insights into effective, widespread solutions. When these two groups work together, the outcomes speak for themselves.
Look at the success stories in sports: For every Michael Jordan, there was a Phil Jackson guiding him. For every Tony Romo, there was a Chris Berman providing the broader context. These partnerships between field experts and organizational leaders are not just about blending skills; they are about aligning strategy with execution to achieve the best possible outcomes.
The same is true for the transit industry. In the rapidly changing world of public transportation, integrating bus operators into core decision-making roles is crucial. These are the people who know the intricacies of the routes, the frustrations of passengers, and the operational pain points that often escape the notice of executives sitting in boardrooms. By having these operators work hand-in-hand with leadership, transit agencies can craft strategies that reflect the reality of their operations.
Moreover, ensuring that the strategic oversight and infrastructure are managed by experienced suits guarantees that the agency remains efficient, organized, and capable of scaling. The dynamic collaboration between the two groups is what drives true innovation in the transit space, creating systems that are responsive to both operational needs and passenger expectations.
This is the model that will shape the future of the transit industry. As agencies look to navigate the challenges of today’s complex landscape, embracing the combined wisdom of both the troops and the suits will be the key to delivering better service, enhancing employee satisfaction, and meeting the evolving needs of the community.