Last Two Months of the Calendar Year
The Redskins are changing quarterbacks; the Congress can not agree on a jobs plan, the stock market is a roller coaster everyday...Situation normal: all fouled up.
As we move into the last two months of the calendar year it is a time to assess where we are against where we want to be. Gather your key staff for a facilitated offsite for a day; finish with a dinner, and come back enthused and in agreement on your FY'12 Tactical Plan. The plan should identify who at that offsite will take responsibility to lead what action to attain the agreed upon result-and then assign the resources and do it! A strong 2012 will only happen with a good plan that is well executed. Let us know if we can assist in your facilitated session.
Advisory & Assistant Service and Systems Engineering Technical Assistance for the InterCont. Ballistic Missile Sys. Prgm Office-Guidance Subsystem
If you want the free full summary of this target go to: http://login.epipeline.com/limitedDisplay?ID=FOSRDUSA18931&FLAG=SUMMARY. This target is only available for a short period of time.
If you need help designing and executing your capture program or proposals to win this procurement contact Sid Jaffe, at 703-642-5153.
One Way to Begin--The Painkillers (Article 4 in a Series)
By Bill Hamilton, Vice President, Advantage Consulting, Inc.
In our previous articles about starting a business, we have defined the need and identified our solution. We know how big the market is and we are confident that our company can "eliminate the pain." Now we need to consider the people who will enable us to put out the pain: "The Painkillers" - otherwise known as the management team.
The most critical word in a new company vocabulary is "team." No one person can do the entire job alone and no one person is a team. All companies need the skills from these team members; start-up companies need them all too really mature and grow.
The first person the team needs is a leader. This is the person with the vision and the drive to accomplish it. The first leader frequently is the company founder but in some cases the founder may have the initial spark but someone else carries the torch as the company matures.
The next person on the team is the "operator." The operator is a proven expert in the operations of a company in the business area the leader has selected. While the leader is the prime driver and policy maker, the operator makes things happen.
Most of our clients are technology-based businesses and that leads to the third person on the team: the "technologist." This is the resident expert in the technologies that are the basis for company success. This person will have a strong relationship with the founder but may not actually be in a line-management position.
The fourth member of the team is the "marketer or business developer" who will, at least in the beginning, have a business development and a sales role. For a very early stage company, business development strategy must drive the sales process.
The fifth member of the management team is the "finance expert." This team member will have a longstanding relationship with the leader and guide the company development using sound financial practices.
These are the Painkillers. All members must be dedicated to growing the company, but they do not all have to be drawing salaries. Want to discuss this in more detail or talk about your team and how it might be improved? Contact Bill Hamilton at firstname.lastname@example.org or by telephone at 703-642-5153.
Brown Bag Session #21: Access to the Program Manager
By Sid Jaffe, President, Advantage Consulting, Inc.
Clients tell us they need better access to Government Program Managers (PM) and better follow-on attention from those they have met. Access to customer decision makers is always important and every Federal PM has no shortage of opportunities to meet with potential vendors and solution providers.
Before asking for the PM's time, gather your team and consider the following questions: What will be the value of the meeting for the PM? What is the compelling message that we will deliver that will be important and memorable to the PM? What will engage the PM-capturing their interest to have them tell you what is important to them? Who is the best person(s) to deliver the message and in what manner should it be delivered? As a part of the meeting with the PM, what will we suggest as the next step?
If you don't have good answers to those questions you probably do not have a good reason to meet the PM and, more important, probably will not differentiate your people and company in the mind of the PM from others that he or she has met.
To discuss this topic, contact Sid Jaffe at email@example.com or call 703-642-5153.
Use Your End-of-year Funds to Implement WinAward!
By John Bender, Vice President, Advantage Consulting, Inc.
This is the opportunity management and bid support tool that just keeps getting better. The new release almost doubles the number of standard reports - so it is even easier to "see" what going on in your pipeline.
You may have noticed we have been recommending WinAward for several years now. It continues to be the best off-the-shelf system for government contractors to manage their business pipelines - and assessing your likelihood of success. The software system is the perfect complement to any company's business development process.
Some of the most successful and fastest growing government contractors are using WinAward to build business development "engines" producing terrific results. WinAward offers a strategic advantage over companies who still struggle to identify their best business opportunities and position themselves to win the business. See how WinAward can work for you. Contact John Bender at 703-642-5153 or firstname.lastname@example.org for details.
These Are The Laws Of The Natural Universe
Law of Mechanical Repair: After your hands become coated with grease, your nose will begin to itch.