Lessons from Alpine Climbing

Mountaineering is a sport that is near and dear to my heart. Though these days I am more of a trail runner than a climber, it has been a passion of mine that started early and turned into a hobby that shaped my life choices. As a weekend warrior, I managed to get a few memorable days out in the mountains. Some of these were for alpine climbs that involved long treks with camping and climbing gear, scaling moderately technical routes, returning to camp exhausted in the dark, trying to sleep with cramps of an overtired body. 

From planning stages to execution I have often thought there are similarities between how one would approach alpine climbs and sizable business projects:

• Planning the route involves researching both technical and non-technical aspects. There is usually enough literature out there that helps to determine how to approach, where to camp and find water, how to climb, how to descend, and if needed where to bivouac. It is good to have a plan, but in the end plans are only plans and in execution you may have to improvise as outside elements will always have the upper hand. Both advance planning and improvisation require experience. 

• You need to have a team with overlapping and complementary skills. Some sections of the climb could be more technical and it would be good to have a team member proficient in that technique, but the division of labor is not always possible and it would help if everyone could lead (i.e., deliver). 

• The route is often chosen depending on how strong the team is, but sometimes you set a goal beyond current levels and need to train for your objective both as an individual and as a team. Individual training mostly means hiring the right talent in business, but practicing as a team is more relevant. Your prior accomplishments in delivering complex projects help build the team dynamics that would guarantee future successes.  

• Being out in the wilderness means you would need to be self-sufficient after committing to the route as help could be tens of miles away. Same commitment applies to most technically-involved business projects. Once some of the legacy data workflows are altered, the only choice is to deliver the new tool.

• Long routes could be intimidating but it is always good to focus on the next section. When you trust the process while keeping an eye on time, a proficient team would collaboratively tackle consecutive challenges and manage to finish the climb according to the plan, similar to agile project management.

• In alpine climbs there is a balancing act between moving light & fast as a small team vs. heavy & slow as a larger team. It is not always clear if one approach is riskier than the other. Moving fast could mean a higher probability of making mistakes, but at the same time a larger team would mean a slower climb with more exposure to weather changes. The choice depends on the team’s experience and the route, but moving light & fast is usually the better style.  

• Accidents tend to happen on the descent when everybody is tired and time is running short (either when it is getting dark or about to rain/snow). Even when weary you have to keep your composure and not take shortcuts in safety, which requires the team to have the techniques internalized. It is not ideal to be a novice team in this stressful situation.   

• If your gut tells you that you are not ready to commit to the route, there must be a reason and postponing the climb is usually the right choice as there is always another day. Technical rescue is not something with guaranteed success and may not be even possible, so it is better to be safe than sorry. You can train more and come back when the time is right. 

Özgür

April, 2024