Informa(on	  Overload	  The	  Art	  of	  Balancing	  Time	  and	  Distance	  for	  Proposal	  Readiness	                  ...
When	  you	  were	  nine	  years	  old	  your	  (me	  was	  your	  own	  and	                                             ...
Presenta(on	  Sec(ons	   1.  Informa,on	  Overload	   2.  Understanding	  Balance	  in	  The	  Art	  of	  War	   3.  How	 ...
Presenta(on	  Sec(ons	   1.  Informa,on	  Overload	   2.  Understanding	  Balance	  in	  The	  Art	  of	  War	   3.  How	 ...
Presenta(on	  Sec(ons	   1.  Informa,on	  Overload	   2.  Understanding	  Balance	  in	  The	  Art	  of	  War	   3.  How	 ...
Presenta(on	  Sec(ons	   1.  Informa,on	  Overload	   2.  Understanding	  Balance	  in	  The	  Art	  of	  War	   3.  How	 ...
INFORMATION	  OVERLOAD	                                7	  
Disrup(ve	  Technologies	   •        Come	  at	  unpredictable	  ,mes	   •        Come	  at	  unpredictable	  intervals	  ...
Era	  of	   Accelerated	  Expecta(ons 	   Source:	  Use	  with	  permission	  of	  Kevin	  Cogan,	  US	  Army	  War	  Coll...
Informa(on	  Overload	   •  Informa,on	  coming	  from	  an	  ocean	  of	  sensors	   •  Everything	  is	  gebng	  smarter...
Does	  technology	  change	  the	  way	  we	  think	  and	  communicate	  at	  work?	   58%	  	                           ...
How	  o[en	  do	  you…?	  Check	  e-­‐mail	                                                                               ...
How	  much	  of	  your	  business	  day	  is	  spent	  using	  a	  computer	  or	  smartphone?	   Source:	  How	  Technolo...
More	  is	  Less	   11	  	   minutes	                          Amount	  of	  (me	  the	  average	  worker	  gets	  to	  sp...
Quality	  Informa(on	  is	  Key	   •  Relevance	   •  Reliability	   •  Understandability	                                ...
Coping	  with	  Informa(on	  Overload	   •  Take	  ,me	  to	  focus	            – Deep	  thinking	            – Rela,onshi...
Perspec(ve	  Helps	   “To	  what	  corner	  of	  the	  world	  do	  they	  not	  fly,	   these	  swarms	  of	  new	  books?...
Presenta(on	  Sec(ons	   1.  Informa,on	  Overload	   2.  Understanding	  Balance	  in	  The	  Art	  of	  War	   3.  How	 ...
Transla(ons	  Vary	   Source:	  	  Science	  of	  Strategy	  Ins,tute,	  www.scienceofstrategy.com	                       ...
Le[	  Right	  Yellow	  Ninety	  Solid	  Half-­‐back	  Slugo-­‐Sha=ered	                                                   ...
The	  Art	  of	  War	  •  More	  than	  prely	  prose	  and	  abstract	  sayings	  •  Guide	  to	  understanding	  balance...
The	  Art	  of	  War	  in	  History	   •  1782	  -­‐	  First	  introduced	  to	  Western	  culture	   •  1793	  (September...
Five	  Key	  Elements	   •       Moral	  Law	  	                                                                          ...
Rela(onship	  to	  Business	  Cycle	   •  Moral	  Law	  	             (Mission)	                                          ...
Four	  Skills	  of	  Compe((on	   	             1. Knowledge	             2. Vision	                                      ...
Knowledge	  and	  Vision	   The	  Four	  Skills	  of	  Compe,,on	      1.  Knowledge	      2.  Vision	                    ...
We	  have	  much	  more	  today	  than	  the	  previous	  genera(on,	  yet…	                                              ...
…	  needs	  are	  infinite!	                                      28	  
•  We	  don’t	  create	  new	  opportuni,es	  •  We	  just	  have	  to	  see	  them	  (vision)	                           ...
Movement	  and	  Posi(on	   The	  Four	  Skills	  of	  Compe,,on	      1. Knowledge	      2. Vision	                      ...
Con(nuous	  Compe((ve	  Cycle	  	   The	  Four	  Skills	  of	  Compe,,on	      1. Knowledge	      2. Vision	              ...
Three	  Dimensions	  of	  Compe((on	  Size	                Compe::ve	  Ac:on	                                             ...
Execu(on	  &	  Posi(oning	                                                                   EXAMPLE                      ...
Sales	  Pipeline	  Dream	                                                                                                 ...
Sales	  Pipeline	  Reality	                 $10M $30M $10M $300M $5M $5M $200M $15M $100M $15M $10M $5M                   ...
Importance	  of	  Star(ng	  Early	   Source:	  Campaign	  to	  Win,	  APMP	  Journal,	  Fall-­‐Winter	  2006	   	         ...
Source:	  	  The	  Capture	  Phase	  -­‐	  Key	  to	  Winning	  and	  Efficient	  Proposals,	  Dr.	  Bob	  Goldstein	  and	 ...
Improving	  Win	  Rate	  at	  Lower	  Cost	               $10M $30M $10M $300M $50M $5M $200M $15M $100M $15M $10M $5M    ...
Presenta(on	  Sec(ons	   1.  Informa,on	  Overload	   2.  Understanding	  Balance	  in	  The	  Art	  of	  War	   3.  How	 ...
“What	  you	  do	  not	  measure,	  you	  cannot	  control.”	  	  “What	  gets	  measured,	  gets	  done.”	       	       ...
Performance	  Metrics	   •  Scorecard	      Displays	  a	  collec,on	  of	  Key	  Performance	  Indicators	      (KPIs)	  ...
Proposal	  Readiness	  Dashboard	       Microso[	  Excel	  Solu(on	                                           42	  
Proposal	  Readiness	  Dashboard	                                          •  Descrip:on	  –	  Part	  1	                  ...
Proposal	  Readiness	  Dashboard	                                          •  Descrip:on	  –	  Part	  2	                  ...
Proposal	  Readiness	  Dashboard	                                          •  Feedback	  Loop	  	                         ...
The	  Good	  News	                                           •  Winning	  good	  bids	                                    ...
Remaining	  Challenge	                                          •  Time	  &	  Distance	       Microso[	  Excel	  Solu(on	 ...
Cau(on	  –	  Powerful	  Informa(on	  	        Microso[	  Excel	  Solu(on	                                                 ...
Construc(ve	  Conflict	                               49	  
Ford	  Bold	  Moves	  Campaign	  2006	   Source:	  New	  York	  Times	  Online	  Edi,on,	  September,	  2006	  	   	      ...
Presenta(on	  Sec(ons	   1.  Informa,on	  Overload	   2.  Understanding	  Balance	  in	  The	  Art	  of	  War	   3.  How	 ...
Perspec(ve	  Helps	  1644	   Qing	  Dynasty	  isola(onism	  takes	  form	  	  1787	   USA	           John	  Fitch	  builds...
The	  Clear	  and	  Present	  Danger	   •  2	  Years	             Cycle	  ,me	  for	  enemy	  to	  take	             advan...
What’s	  Happening	  Now	   Source:	  	  Federal	  Procurement	  Data	  System,	  www.fpds.gov	                           ...
What’s	  Happening	  Now	  for	  the	  Future	   Source:	  US	  R&D	  Dashboard,	  www.rd-­‐dashboard.nitrd.gov	          ...
Measuring	  Time	  &	  Distance	                                                                                          ...
Rela(onships	  in	  Context	                   NNDB	  MAPPER	  Corporate	  Power	  Nexus,	  June	  16,	  2008	            ...
Visualizing	  Strategic	  Opportuni(es	                                                 58	  
Stream	  Compu(ng	                           59	  
What’s	  Driving	  Stream	  Compu(ng	   •      World	  is	  being	  instrumented	   •      Early	  use	  cases	  proven	  ...
Vision	  for	  Future	  Proposal	  So[ware	  	   Ingredients	  for	  Innova:on	   •  Make	  lots	  of	  mistakes	   •  Int...
Increase	  Interac(on	  &	  Collabora(on	   •  Horizontal	  Management	  –	      collabora,on	  between	  individuals	    ...
Thinking	  Horizontally	  &	  Ver(cally	                   A	  very	  compressed	  example	                               ...
USAirways	  Flight	  1549	   •  First	  officer	  spent	  first	  30-­‐40	  seconds	  (16%)	  of	  emergency	  on	      check...
65	  
Collabora:ve	   Approach	                     66	  
Ver(cal	  Management	    Business	  Development	                                             Without	  feedback	  loop:	  ...
Horizontal	  Business	  Development	     Business	                         Capture	  	                  Program	          ...
Horizontal	  &	  Ver(cal	  Management	  Horizontal	     Business	        Capture	  	               Program	               ...
Balanced	  Scorecard	   •    Mobilize	  Change	  through	  Leadership	   •    Aligns	  the	  Organiza,on	  to	  the	  Stra...
Before-­‐Heaven	  Baqua	  (Circa	  3000	  B.C.)	     Balanced	  scorecards	  have	  actually	  been	  around	  for	  a	  v...
!    72	  
!    !        73	  
Flip	   Informa,on	  Source:	  Shipley	  Associates	  Proposal	  Guide	  for	  Business	  Development	  and	  Sales	  Prof...
Horizontal	  Management	  (Collabora(ve)	                                                   75	  
Ver(cal	  Management	  (Produc(on)	                                             76	  
Task	  1	  Task	  96	                      77	  
                                             	                 Governmen                                            	     ...
Proposal Management
Proposal Management
Proposal Management
Proposal Management
Proposal Management
Proposal Management
Proposal Management
Upcoming SlideShare
Loading in …5
×

Proposal Management

1,774 views

Published on

Information Overload: The art of balancing time and distance in proposal management processes (APMP Conference, 2011)

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,774
On SlideShare
0
From Embeds
0
Number of Embeds
23
Actions
Shares
0
Downloads
70
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Proposal Management

  1. 1. Informa(on  Overload  The  Art  of  Balancing  Time  and  Distance  for  Proposal  Readiness   1
  2. 2. When  you  were  nine  years  old  your  (me  was  your  own  and   then  you  grew  up.     Now  there’s  never  enough  (me.     You’ve  got  to  make  the  most  of  the  (me  you  have  and  you   can  with  the  new  IBM  224  Dicta(ng  Unit.     While  you’re  using  it  to  clear  your  desk  of  le=ers,  memos,   reports  or  to  put  thoughts  and  ideas  in  order,  your  secretary   handles  other  work  for  you.     She’s  free  to  do  a  be=er  job  and  so  are  you.     Small  and  compact  the  new  IBM  224  fits  a  man  whose  job  is   bigger  than  his  office.     Simply  because  you  can  use  it  anywhere  you  think.       Anywhere!     Whatever  you  do  the  new  IBM  224  can  help  you  make  the   most  of  your  (me.     So  that  more  (me  is  your  own  again.     Script:  1965  Commercial  –  IBM  224  Dicta:ng  Unit    Video  Source:  h=p://www.youtube.com/watch?v=DUr4PinInPw     2  
  3. 3. Presenta(on  Sec(ons   1.  Informa,on  Overload   2.  Understanding  Balance  in  The  Art  of  War   3.  How  Visual  Displays  Help  Teams  Focus   4.  Near  Future  Innova,on  for  Proposal  Teams     Key  Points  in  Sec:on  1.0     1.1    Disrup,ve  technologies  (how  more  is  less)   1.2    How  technology  affects  the  mind  at  work   Benefit:  Understand  what  is  happening  and  why   3  
  4. 4. Presenta(on  Sec(ons   1.  Informa,on  Overload   2.  Understanding  Balance  in  The  Art  of  War   3.  How  Visual  Displays  Help  Teams  Focus   4.  Near  Future  Innova,on  for  Proposal  Teams     Key  Points  in  Sec:on  2.0     2.1    Historical  influence   2.2    Five  key  elements  &  Four  skills  of  compe,,on   2.3    Three  dimensions  of  compe,,on   2.4    Rela,onship  to  the  business  cycle   Benefit:    Increase  focus  on  winning  strategy   4  
  5. 5. Presenta(on  Sec(ons   1.  Informa,on  Overload   2.  Understanding  Balance  in  The  Art  of  War   3.  How  Visual  Displays  Help  Teams  Focus   4.  Near  Future  Innova,on  for  Proposal  Teams     Key  Points  in  Sec:on  3.0     3.1    Importance  of  visually  displaying  informa,on   3.2    Define  scorecards  and  dashboards   3.2    Sample  Proposal  Readiness  Dashboard   Benefit:  Focus  on  winnable  bids  and  avoid  bad  deals     5  
  6. 6. Presenta(on  Sec(ons   1.  Informa,on  Overload   2.  Understanding  Balance  in  The  Art  of  War   3.  How  Visual  Displays  Help  Teams  Focus   4.  Near  Future  Innova,on  for  Proposal  Teams     Key  Points  in  Sec:on  4.0     2.1    Disrup,ve  innova,on   2.2    Massive  paradigm  shiW  currently  underway   2.2    Balanced  Scorecard  prototype  for  proposals   Benefit:  Envision  and  share  innova,on  for  proposals   6  
  7. 7. INFORMATION  OVERLOAD   7  
  8. 8. Disrup(ve  Technologies   •  Come  at  unpredictable  ,mes   •  Come  at  unpredictable  intervals   •  Guided  by  Moore’s  Law     •  Phases  of  Technology  (S-­‐Curve)   1.  Rupture   2.  Early  Development   3.  Expansion   4.  Matura,on   5.  Satura,on   Source:  Use  with  permission  of  Kevin  Cogan,  US  Army  War  College    
  9. 9. Era  of   Accelerated  Expecta(ons   Source:  Use  with  permission  of  Kevin  Cogan,  US  Army  War  College    
  10. 10. Informa(on  Overload   •  Informa,on  coming  from  an  ocean  of  sensors   •  Everything  is  gebng  smarter  and  faster   – Smartphones     – Smart  Devices   – Smart  Dust   – Smart  Water  (not  the  kind  you  drink)   10  
  11. 11. Does  technology  change  the  way  we  think  and  communicate  at  work?   58%     “Technology  is  a  cri(cal  enabler  that  makes  the  business  more   agree   produc(ve  and  efficient.”   31%   agree   “Helps  improve  business  processes.”   7%   agree   “Distrac(ons  of  technology  outweigh  the  benefits.”   “I  frequently  find  myself  responding  to  various  requests  that  come  in   75%   via  email,  instant  message  or  other  sources,  requiring  me  to  shi[   agree   from  the  work  I  was  focused  on.”   Source:  How  Technology  Affects  the  Mind  at  Work,  The  Economist  Intelligence  Unit  Survey  Presenta,on,  Innova,on:  Entrepreneurship  for  a  Disrup,ve   World  Conference,  Haas  School  of  Business,  March  23,  2011       11  
  12. 12. How  o[en  do  you…?  Check  e-­‐mail   67%   24%   8%   1%   Less  than  once   Daily   Many  ,mes   Several  ,mes   per  day   per  day   per  day   Source:  How  Technology  Affects  the  Mind  at  Work,  The  Economist  Intelligence  Unit  Survey  Presenta,on,  Innova,on:  Entrepreneurship  for  a  Disrup,ve   World  Conference,  Haas  School  of  Business,  March  23,  2011       12  
  13. 13. How  much  of  your  business  day  is  spent  using  a  computer  or  smartphone?   Source:  How  Technology  Affects  the  Mind  at  Work,  The  Economist  Intelligence  Unit  Survey  Presenta,on,  Innova,on:  Entrepreneurship  for  a  Disrup,ve   World  Conference,  Haas  School  of  Business,  March  23,  2011       13  
  14. 14. More  is  Less   11     minutes   Amount  of  (me  the  average  worker  gets  to  spend  on  a  specific  task.   3     minutes   Amount  of  (me  IT  workers  get  to  spend  on  a  specific  task.   2.5%   capable   Capable  of  competently  managing  two  tasks  at  the  same  (me.   “Mul(tasking  may  be  something  that  society  demands,  but  it  leads  to   more  errors  and  poor  learning.”        -­‐-­‐Art  Kramer,  Director  of  the  Beckman  Ins(tute   Source:  Your  Brain  on  Computers  Series,  New  York  Times  Online  Edi,on,  June  7  through  November  21,  2010;  and   New  York  Times  Online  Series,  Your  Brain  on  Computers   14  
  15. 15. Quality  Informa(on  is  Key   •  Relevance   •  Reliability   •  Understandability   • Timeliness   • Feedback   • Valid   • Verifiable   Value   • Unbiased   • Predic,ve   Value   Quality   Informa:on   • Consistency   • Comparability   Understandable   Source:  Trends  in  Technology,  AGA  CPAG  Research  Series:  Report  No.  3,  November  2005   15  
  16. 16. Coping  with  Informa(on  Overload   •  Take  ,me  to  focus   – Deep  thinking   – Rela,onships  (online  and  offline)   – Minimize  mul,tasking   •  Introduce  technology  e,quele     – Ask  beler  ques,ons   •  Filter   – Learn  to  forget   Source:  How  Technology  Affects  the  Mind  at  Work,  The  Economist  Intelligence  Unit  Survey  Presenta,on,  Innova,on:  Entrepreneurship  for  a  Disrup,ve  World  Conference,  Haas   School  of  Business,  March  23,  2011;  Your  Brain  on  Computers  Series,  New  York  Times  Online  Edi,on,  June  7  through  November  21,  2010.     16  
  17. 17. Perspec(ve  Helps   “To  what  corner  of  the  world  do  they  not  fly,   these  swarms  of  new  books?…  the  very   mul,tude  of  them  is  hur,ng  scholarship,   because  it  creates  a  glut,  and  even  in  good   things  sa,ety  is  most  harmful.”     −Desiderius  Erasmus,  1466  -­‐  1536   17  
  18. 18. Presenta(on  Sec(ons   1.  Informa,on  Overload   2.  Understanding  Balance  in  The  Art  of  War   3.  How  Visual  Displays  Help  Teams  Focus   4.  Near  Future  Innova,on  for  Proposal  Teams     Key  Points  in  Sec:on  2.0     2.1    Historical  influence   2.2    Five  key  elements  &  Four  skills  of  compe,,on   2.3    Three  dimensions  of  compe,,on   2.4    Rela,onship  to  today’s  business  cycle   Benefit:    Increase  focus  on  winning  strategy   18  
  19. 19. Transla(ons  Vary   Source:    Science  of  Strategy  Ins,tute,  www.scienceofstrategy.com   19  
  20. 20. Le[  Right  Yellow  Ninety  Solid  Half-­‐back  Slugo-­‐Sha=ered   Time?   Distance?  
  21. 21. The  Art  of  War  •  More  than  prely  prose  and  abstract  sayings  •  Guide  to  understanding  balance  within  exis,ng   compe,,ve  systems  
  22. 22. The  Art  of  War  in  History   •  1782  -­‐  First  introduced  to  Western  culture   •  1793  (September)  -­‐  Napoleon  Bonaparte  was   French  Army  Captain  (age  24)  and  passing   through  Italy  while  on  leave.   –  Bonaparte’s  use  of  The  Art  of  War  is  legend,   which  follows  Sun  Tzu’s  teaching  that  plans   remain  secret.   –  Consolidated  his  French  ar,llery  unit  to   bombard  the  “weakest  link”  in  Bri,sh  line   of  defense.   –  Tac,cs  were  very  similar  to  principles   outlined  in  The  Art  of  War.   •  1793  (December)  –  Bonaparte  promoted  to   Brigadier-­‐General   22  
  23. 23. Five  Key  Elements   •  Moral  Law       •  Heaven     Heaven     •  Earth       •  Commander   Methods   Moral   Commander           &  Discipline           Law   •  Methods  and  Discipline       Earth       Source:    Science  of  Strategy  Ins,tute,  www.scienceofstrategy.com   23  
  24. 24. Rela(onship  to  Business  Cycle   •  Moral  Law     (Mission)     Market       •  Heaven   Trends   Heaven     (Market  Trends)     •  Earth     Methods   Execu,on   Moral   Mission   Commander   Leader                   &  Discipline           Law   (Market  Sector)       •  Commander       Market   Earth       (Leader)   Sector       •  Methods  and  Discipline   (Execu,on)   Source:    Science  of  Strategy  Ins,tute,  www.scienceofstrategy.com   24   24  
  25. 25. Four  Skills  of  Compe((on     1. Knowledge   2. Vision     Market       Trends   3. Movement         4. Posi,on   Execu,on   Mission   Leader                         Market     Sector     Source:    Science  of  Strategy  Ins,tute,  www.scienceofstrategy.com   25  
  26. 26. Knowledge  and  Vision   The  Four  Skills  of  Compe,,on   1.  Knowledge   2.  Vision     Market       Trends   3. Movement         4. Posi,on   Execu,on   Mission   Leader                       Market     Sector     Source:    Science  of  Strategy  Ins,tute,  www.scienceofstrategy.com   26  
  27. 27. We  have  much  more  today  than  the  previous  genera(on,  yet…   27  
  28. 28. …  needs  are  infinite!   28  
  29. 29. •  We  don’t  create  new  opportuni,es  •  We  just  have  to  see  them  (vision)   29  
  30. 30. Movement  and  Posi(on   The  Four  Skills  of  Compe,,on   1. Knowledge   2. Vision     Market       Trends   3.  Movement         4.  Posi:on   Execu,on   Mission   Leader                       Market     Sector     Source:    Science  of  Strategy  Ins,tute,  www.scienceofstrategy.com   30  
  31. 31. Con(nuous  Compe((ve  Cycle     The  Four  Skills  of  Compe,,on   1. Knowledge   2. Vision     Market       Trends   3. Movement         4. Posi,on   Execu,on   Mission   Leader                       Market     Sector     Source:    Science  of  Strategy  Ins,tute,  www.scienceofstrategy.com   31  
  32. 32. Three  Dimensions  of  Compe((on  Size   Compe::ve  Ac:on   Length  of  Time   Source:    Science  of  Strategy  Ins,tute,  www.scienceofstrategy.com   32  
  33. 33. Execu(on  &  Posi(oning   EXAMPLE Sales Goal of $100M Phases Steps Timeframe Step 0 Identification Step 1 Qualification Up to Two Years Capture Step 2 Pursuit Step 3 RFP Review Proposal Step 4 Proposal Step 5 Step 5 Pricing Pricing Up to Two Months Step 6 Step 6rocess Improvement Process Process Improvement 33  
  34. 34. Sales  Pipeline  Dream     $100M $100M $100M $100M $100M $100M $100M $100M $100M $100M nlikely Highly  U n   Pa^er Value EXAMPLE Sales Goal of Projection $100M Phases Steps Timeframe Step 0 Identification 10% $1,000M Step 1 Qualification Up to Two Years Capture Step 2 Pursuit 25% $750M Step 3 RFP Review Step 4 Proposal Proposal 50% $200M Step 5 Step 5 Pricing Pricing Up to Two Months Step 6rocess Improvement Step 6 Process 90% $110M Process Improvement 34  
  35. 35. Sales  Pipeline  Reality   $10M $30M $10M $300M $5M $5M $200M $15M $100M $15M $10M $5M ore   Likely     Pa^ern  M EXAMPLE Value Sales Goal of Projection $100M Phases Steps Timeframe Step 0 Identification 10% $1,000M Step 1 Qualification Up to Two Years Capture Step 2 Pursuit 25% $750M Weakest  Link   Undeveloped  business   •     Greatest  pressure  point   opportuni,es  with  incomplete   Step 3 •     Highest  risks   capture   RFP Review Assump:on:   Step 4 Proposal  and   Proposal Proposal pricing  personnel   50% $200M are  highly  trained   and  experienced.   Step 5 Step 5 Pricing Pricing Up to Two Months Step 6rocess Improvement Step 6 Process 90% $110M Process Improvement 35  
  36. 36. Importance  of  Star(ng  Early   Source:  Campaign  to  Win,  APMP  Journal,  Fall-­‐Winter  2006     36  
  37. 37. Source:    The  Capture  Phase  -­‐  Key  to  Winning  and  Efficient  Proposals,  Dr.  Bob  Goldstein  and  Dana  Hill,  APMP  Conference,  May  29,  2008.   37  
  38. 38. Improving  Win  Rate  at  Lower  Cost   $10M $30M $10M $300M $50M $5M $200M $15M $100M $15M $10M $5M EXAMPLE Value Sales Goal of Projection $100M Phases Steps Timeframe 10% $1,000M How  to   Step 0 Identification Improve   Step 1 Qualification Up to Two Years Capture Here?   Step 2 Pursuit 25% $750M Step 3 RFP Review Proposal To  Grow   Step 4 Proposal Here   50% $200M Step 5 Step 5 Pricing Pricing Up to Two Months Step 6rocess Improvement Step 6 Process 90% $110M Improvement Process 38  
  39. 39. Presenta(on  Sec(ons   1.  Informa,on  Overload   2.  Understanding  Balance  in  The  Art  of  War   3.  How  Visual  Displays  Help  Teams  Focus   4.  Near  Future  Innova,on  for  Proposal  Teams     Key  Points  in  Sec:on  3.0     3.1    Importance  of  visually  displaying  informa,on   3.2    Define  scorecards  and  dashboards   3.2    Sample  Proposal  Readiness  Dashboard   Benefit:  Focus  on  winnable  bids  and  avoid  bad  deals     39  
  40. 40. “What  you  do  not  measure,  you  cannot  control.”    “What  gets  measured,  gets  done.”                  –  Tom  Peters     40  
  41. 41. Performance  Metrics   •  Scorecard   Displays  a  collec,on  of  Key  Performance  Indicators   (KPIs)  together  with  performance  targets  for  each  KPI   •  Dashboard   Container  for  a  related  group  of  scorecards  and  reports   compressed  into  a  single  view   •  Balanced  Scorecard   Aligns  organiza,on  to  the  strategy  and  measures   execu,on   41  
  42. 42. Proposal  Readiness  Dashboard   Microso[  Excel  Solu(on   42  
  43. 43. Proposal  Readiness  Dashboard   •  Descrip:on  –  Part  1   –  Project  Name   –  Customer  Name   –  Contract  History   –  Iden,fier  Number   –  Last  Updates   •  Database  (Account  Owner)   •  Dashboard  (Assigned  Proposal   Manager)   –  Team  Leadership   •  Proposal  Manager   •  Business  Developer   •  Capture  Manager   •  Principle   •  Program  Manager   Microso[  Excel  Solu(on   43  
  44. 44. Proposal  Readiness  Dashboard   •  Descrip:on  –  Part  2   –  Stage   –  Total  Value   –  Company  Value   –  Name  of  Prime  Contractor   –  Proposal  By   –  RFP  Date   –  Day  Remaining  to  RFP  Date   –  B&P  Es,mated  Cost   –  B&P  Requested  Amount   –  Schedule   •  Step  Reviews  1-­‐3   •  Scheduled  Solu,on   Development  Workshop   •  Award   •  Project  Start   –  Comments  (Account  Owner)   Microso[  Excel  Solu(on   44  
  45. 45. Proposal  Readiness  Dashboard   •  Feedback  Loop     (Proposal  Manager)   –  Proposal  Readiness   •  Capture  Plan  Created   •  Developed  Win  Strategy   •  Past  Performance  Iden,fied   •  Key  Personnel  Iden,fied   •  Non-­‐Disclosure  Agreement   (NDAs)  &                                        Teaming   Agreements  (TAs)   •  DraW  Execu,ve  Summary   •  Solu,on   –  Ac,on  Items   Microso[  Excel  Solu(on   45  
  46. 46. The  Good  News   •  Winning  good  bids   •  Avoiding  bad  contracts   •  Solu,on  is  evolving   Near  Real  Time   Microso[  Excel  Solu(on   46  
  47. 47. Remaining  Challenge   •  Time  &  Distance   Microso[  Excel  Solu(on   47  
  48. 48. Cau(on  –  Powerful  Informa(on     Microso[  Excel  Solu(on   48  
  49. 49. Construc(ve  Conflict   49  
  50. 50. Ford  Bold  Moves  Campaign  2006   Source:  New  York  Times  Online  Edi,on,  September,  2006       50  
  51. 51. Presenta(on  Sec(ons   1.  Informa,on  Overload   2.  Understanding  Balance  in  The  Art  of  War   3.  How  Visual  Displays  Help  Teams  Focus   4.  Near  Future  Innova,on  for  Proposal  Teams     Key  Points  in  Sec:on  4.0     2.1    Disrup,ve  innova,on   2.2    Massive  paradigm  shiW  currently  underway   2.2    Balanced  Scorecard  prototype  for  proposals   Benefit:  Envision  and  share  innova,on  for  proposals   51  
  52. 52. Perspec(ve  Helps  1644   Qing  Dynasty  isola(onism  takes  form    1787   USA   John  Fitch  builds  the  first  steamboat  in  the  1839   First  Opium  iWar,  followed  by  Second   Opium  War   n  1856  1864   China  builds  its  first  single-­‐cylinder   steamboat    1868   China  woestern  andapts  off-­‐the-­‐shelf  equipment   from   penly   a(ons   Sources:  Selected  notes  from:  “Discovering  Steam  Power  in  China,  1840s-­‐1860s,.”  H-­‐C  Wang,  Technology  and  Culture,  Vol.  51,  No.  1,  January   2010,  pp.  31-­‐54;  “They  Made  America:  From  the  Steam  Engine  to  the  Search  Engine:  Two  Centuries  of  Innovators,”  by  Sir  Harold  Evans,  Lille,   Brown  and  Company,  October  2004;  “They  Made  America  Video  Series,”  Produced  by  WGBH  History  Unit,  ©  2004  WGBH     52  
  53. 53. The  Clear  and  Present  Danger   •  2  Years   Cycle  ,me  for  enemy  to  take   advantage  of  commercial  “off-­‐ the-­‐shelf”  technology   •  10  Years   Cycle  ,me  U.S.  manages   technology  programs  of  record   •  War  erupts  prior  to  fielding   best  technology  available   •  Poten,ally,  the  enemy  can   field  beler  technology  at   any  given  point  in  ,me   Source:  Use  with  permission  of  Kevin  Cogan,  US  Army  War  College    
  54. 54. What’s  Happening  Now   Source:    Federal  Procurement  Data  System,  www.fpds.gov   54  
  55. 55. What’s  Happening  Now  for  the  Future   Source:  US  R&D  Dashboard,  www.rd-­‐dashboard.nitrd.gov   55  
  56. 56. Measuring  Time  &  Distance   Time  &   Distance   Northern  USA   Western  USA   Eastern  USA   Southern  USA  The  Elec:on  Will  Be  Tweeted  (and  Retweeted)  New  York  Times  Online  Edi,on  hlp://www.ny,mes.com/interac,ve/us/poli,cs/2010-­‐twiler-­‐candidates.html   56  
  57. 57. Rela(onships  in  Context   NNDB  MAPPER  Corporate  Power  Nexus,  June  16,  2008   57  
  58. 58. Visualizing  Strategic  Opportuni(es   58  
  59. 59. Stream  Compu(ng   59  
  60. 60. What’s  Driving  Stream  Compu(ng   •  World  is  being  instrumented   •  Early  use  cases  proven  successful   •  New  tools  are  emerging   •  Complementary  technologies     •  IBM’s  exper,se   Source:  hlp://mervadrian.wordpress.com/2009/05/22/infosphere-­‐streams-­‐is-­‐a-­‐game-­‐changer/     60  
  61. 61. Vision  for  Future  Proposal  So[ware     Ingredients  for  Innova:on   •  Make  lots  of  mistakes   •  Intensive  study  of  those  mistakes   •  Share  knowledge  gained  by  studying  problems     •  Mo,va,on  and  will  to  shiW  paradigm   61  
  62. 62. Increase  Interac(on  &  Collabora(on   •  Horizontal  Management  –   collabora,on  between  individuals   who  have  equal  authority   –  Delibera,ve  crea,ve  thinking   outside  the  box  when  ,me  is   abundant   •  Ver,cal  Management  –  mul,ple   levels  of  decision  makers   –  Extensive  level  of  skill  during   compressed  ,me   –  Malcolm  Gladwell’s   “Outliers”  (10,000  hours)   62  
  63. 63. Thinking  Horizontally  &  Ver(cally   A  very  compressed  example   63  
  64. 64. USAirways  Flight  1549   •  First  officer  spent  first  30-­‐40  seconds  (16%)  of  emergency  on   checklists  to  relight  engines  (Horizontal  Management)   –  Checklist  designed  for  use  at  al,tudes  over  20,000  feet   –  AircraW  emergency  occurred  at  3,200  feet   •  Pilot  skill  and  decisive  ac,on  overcame  absence  of  established   procedures  for  specific  situa,on  (Ver:cal  Management)   Airbus  A320  Airspeed  Scale     Green  Dot:  Represents  the  speed  at  which  the  aircraW  must  travel  to  obtain   the  best  liW  over  drag  ra,o,  allowing  maximum  range  for  glided  flight     VLS:  Lowest  selectable  speed  at  which  the  aircraW  can  travel  while  s,ll   genera,ng  liW     α-­‐protec:on:  Prevents  the  aircraW  from  stalling,  but  only  ac,vates  when  the   aircraW  is  flying  under  Normal  Law     64  
  65. 65. 65  
  66. 66. Collabora:ve   Approach   66  
  67. 67. Ver(cal  Management   Business  Development   Without  feedback  loop:   •  Minimum  innova,on   Capture  Management   •  Problems  cascade   •  Risks  for  failure  increase   Proposal  Management   Pricing   Produc,on   Only  Firm   Proposal  Submission   Deadline   Time   67  
  68. 68. Horizontal  Business  Development   Business   Capture     Program   Proposal   Pricing   Development   Management   Management   Management   Proposal   Compe::ve   Teaming   Capture   Technical   Staffing   Basis  of   Solu:on   Management   Analysis   Agreements   Plan   Solu:on   Model   Es:mate   Graphics   Plan  
  69. 69. Horizontal  &  Ver(cal  Management  Horizontal   Business   Capture     Program   Proposal   Pricing   Development   Management   Management   Management  Ver:cal   Proposal  Development   Proposal  Produc,on   Proposal  Submission   69  
  70. 70. Balanced  Scorecard   •  Mobilize  Change  through  Leadership   •  Aligns  the  Organiza,on  to  the  Strategy   •  Strategy  Becomes  Everyone’s  Job   •  Cyclical  Process   •  Reduces  risk  of  failure  and  improves  chances  for   success   70  
  71. 71. Before-­‐Heaven  Baqua  (Circa  3000  B.C.)   Balanced  scorecards  have  actually  been  around  for  a  very  long  (me.   71  
  72. 72. ! 72  
  73. 73. ! ! 73  
  74. 74. Flip   Informa,on  Source:  Shipley  Associates  Proposal  Guide  for  Business  Development  and  Sales  Professionals,  www.shipleywins.com       74  
  75. 75. Horizontal  Management  (Collabora(ve)   75  
  76. 76. Ver(cal  Management  (Produc(on)   76  
  77. 77. Task  1  Task  96   77  
  78. 78.     Governmen   Graphic  Execu:ve   Business   Capture   Program   Proposal   Pricing   Contrac:ng   SME   Technical   Produc:o t  Affairs   Principal   Ar:st   Officer   Developer   Manager   Manager   Manager   Manager   Manager   1   Writer   n   1   1   1   1   2   1   1   1   1   1   1   1   1   2   2   2   2   3   2   2   2   2   2   2   2   2   3   3   3   3   4   3   3   3   3   3   3   3   3   4   4   4   4   5   4   4   4   4   4   4   4   4   5   5   5   5   6   5   5   5   5   5   5   5   5   6   6   6   6   7   6   6   6   6   6   6   6   6   7   7   7   7   8   7   7   7   7   7   7   7   7   8   8   8   8   9   8   8   8   8   8   8   8   8   9   9   9   9   10   9   9   9   9   9   9   9   9   10   10   10   10  10   10   10   10   10   10   10   10   78  

×