How do you implement changes in the military? What helps you?

A significant advantage is that there is a certain culture that I love. It's a serious fact that motivates. People transformed by this culture can create a powerful synergy. We are motivated, so everyone applies their background to a certain area: medicine, drones, whatever it may be. Ideas are implemented right on the spot in any way. We all collaborate thanks to this motivation. Azov's ideology unites military formations, political forces, social movements, and volunteer organizations. When all of this interacts with society, an ecosystem grows from it. This, I believe, is the key to success. Social and military processes unfold similarly to business processes.

How would you describe the culture of the third assault brigade, and how is trust built?

It's a mixed culture of Vikings and super warriors. We jokingly say it’s about madness and courage. 
“No one doubts that the assault soldier is the client.”

All others are those who provide value to the assault soldier. There is a certain ideological basis, a component from the brigade's leadership. The second part consists of the people who participate in dangerous combat operations. These two factors form the Viking example. In general, there are two castes: political and assault, which influence all others.

Considering this culture and your environment, how do you achieve all your set goals?

We have a bit of "Makhno-ism." In our team, there are three medics, and we immediately divided responsibilities like three managers. Working in their fields, everyone became an expert. It’s a horizontal system.

How do you make decisions, considering that in war you need to act quickly?

We usually use the Israeli system. We sit down, simply talk, argue, and the work resembles a workshop rather than a meeting. It’s very different from the Russian-Soviet approach.

Recalling who your client is, can you explain the specific value you see and how it is created?

If a person needs to go storm something, it is critically important for them to know that they have a reliable bulletproof vest, a commander, and medics who will save them. Everything must be reliable and calculated. In this way, we provide confidence. When they know that the best Armed Forces have everything, they fight at their best. The value is confidence.

Are there any other aspects that we haven’t discussed regarding the ecosystem, clients, and values that help you address certain issues, conceptually lean on something?

I still apply systemic thinking that we studied at kmbs. There has been a certain professional deformation, and I always use it. You sit and think: ah, if these balls are arranged this way, they will interact like this, and that can lead to something. But if you shuffle them, it would be different. However, there is a problem—force majeure. I do not know of any business where there are so many force majeures. All this combines with a certain mystery of all processes.

Speaking about the complexity of forecasting, how do you manage to build processes if you can’t fully understand what will happen?
First, experience accumulates. Second, everyone is ready to disregard their health. Someone might have a nosebleed, but they continue working. No one in business operates at that edge; here, however, people do.

And when you are not sure, make a reserve. Also, perhaps there’s a need for constant internal readiness for any force majeure. Always ready, always need to run.

Given your accumulated experience, what would you like to share or advise?
A general piece of advice is to think critically and approach things critically. The second piece of advice is to not be afraid, to have your own vision, and to insist on it.