Is there a way in 2012 and beyond?
There are good ideas for federal contractors to consider. Taking stock of why a business desires to contract with the government (federal, state, local) is an excellent first-step. Winter is the season, with the advent of a New Year, for organizations to conduct deep strategy planning. While the United States Congress Super Committee holds their suit of cards until 2012, reflect on the positives their move has provided us (taxation is not adjusted yet, social security cuts aren’t in effect yet, etc.). Right now, breathing easy is still an option.
Ten outside-the-box ideas:
1. Realize the federal budget restraints largely align with 2013; begin the deep strategy planning now scoping toward 2013 and beyond. And, take some relaxation classes or perform some brainwave entrainments or attend the synagogue | chapel | mosque of your choice . . . meaning meditate, relax and remain calm. Believe.
2. Ascertain what is working organizationally and what is not. This does not necessarily mean human capital. Take stock of your business's karmatic points. In 2011, alignment and affirmation remained big trending items. The Mayan calendar queries, thinning of the stratosphere with solar flares coming in 2012 resulting in potential energy outages, etc. have ignited generalized appeals for turning to the source of the human psyche - as a species, experts say we are evolving. It may be good medicine to ensure business motifs align and affirm with positive energies. A business should put out what it wants back. This may become a 2012 business resolution, throughout multiple industries. While not necessarily a “business ascription,” the reality is true - good thoughts result in good deeds and positive affirmation coupled idealization for our fellowmen, government, and teams added to solutions-based agendas may actually enhance the procurement horizon for companies.
3. If your organization doesn’t brainstorm as “an organization” – start today. Bring staff together – ask them if they are happy, ask them what they feel the business offers the government, ask them what makes the services or products and people a “best choice” to end clients. Hear what your people say and allow them to be earnest without reservation. If a team cannot answer relevant internal questions with proactive voice, engaging personality and willingness there are inherent risks within the organization and the customer knows. In fact, the customer usually knows before the organizational leadership does. Learn how your personnel feel about your organization.
Human Capital is an organization’s greatest asset. Involve staff in services, products and solutions they deliver – when developing a tender | proposal and designing an organizational chart – ask Charlie first before making him a part of the landscape, see if Mary really wants to provide project management expertise on a task order. Sell the people who are the organization. Remember, what is said on the inside of business is what is said on the outside and vice versa. Team members | staff are a company’s face.
4. Don’t redact company benefits. Shore up, follow-through, remain an asset organizationally. Government and commercial clients alike are leery of businesses who present cost-effective strategies built off the backs of human capital and zero benefits. How many federal contract organizations promote solutions at the lowest possible cost, suggesting personnel can work for peanuts with absolutely no empathy for these souls being presented to garner an award? The answer is too many. Both government and private sector tire of the lowest bids promoting underpaid skilled workers. While padding payroll is equally disengaging, starvation wages with no incents is classically banal. If you don’t believe you can benefit your personnel – you don’t believe in your business – it is a statement worth considering.
5. Take stock of advertising and marketing. How is the image management shoring up? Still using those capability statements from 2000 – 2005? Copying every “other” organization's look and feel? Any originality? Any flair? Are personnel social network and mobile device hip? Are you educating legacy personnel with longstanding knowledgebase in the newest paradigms of the industry to keep them fresh and current? Are brown bag luncheons featuring some app fodder, demonstrating technology trends? Are internal processes, frameworks and methodologies progressive? Is there a real green initiative? Does the team know ISO14001? Are certifications updated annually? Is there a strong Internet strategy? Can your business be found in a Google search without difficulty? Is change management occurring? Is the business image a win-win for management and staff and client?
6. Research, research, research. As a federal contract business, if the entire organization is not aware 30% of the procurement industry is IDIQ (Indefinite Delivery | Indefinite Quantity) driven and this number is certain to increase in 2013 – there’s a missing theme to your team. TQM (Total Quality Management the forerunner of Six Sigma) maintained “total team buy-in to goals and objectives of an organization.” Why should the entire organization know this? IDIQs involve teaming. Your lead engineer may coach baseball and one of his players may have a father who is the CEO of XYX firm looking to team with you. If the lead engineer is aware IDIQs ensure future company fund potential, there may be a greater buy-in and engagement, which may aid both businesses. Beyond this, employees should know about the procurement process, the proposal team or shop should not be an external vehicle. In the future – while not divulging strategy planning and trade secrets – the process of new work should be understood at all levels of employment.
Also, the FPDS (Federal Procurement Data System) should be reviewed to learn who IDIQ awardees are. Discussions should center on these awardees in strategy sessions – what makes them successful? Why are they awarded? Then a comparative analysis should be performed. Is there anything featured your business misses? Does your company offer something better?
7. Learn more about teaming. Many organizations avoid teaming because somewhere in their government or commercial contracting history a teaming nightmare has occurred. One of the leading factors of success-driven Fortune companies is they rally internal teams around organizational flagpoles and they will merge, joint venture, team, etc. When encountering a potential teammate don’t jockey for position, which is a common thread of teaming meetings. Learn what the assets of each potential teammate are and how to complement one another to resolve the client’s needs and not just to ensure the win. The main ingredient typically missing in a teaming meeting or in teaming in general is the end zone. What is being achieved? How is the “team” going to serve the client? Not who is going to be who post-award. Teaming should involve all participants, not just the industry leaders from major organizations taking a spearhead and trudging along their own path of success. The team view pre-submission, is always the instantiation view post-award, think of the client and view the team from their eyes. What are you "really" delivering?
8. Know how to submit a business tender or proposal. Know the FAR (Federal Acquisition Regulation) and refer to it often.
9. Be genuine to the end client, truly serve client needs. Future federal contracting success is going to strongly align to the heart of practitioners. The ultimate goal should be to resolve client need. If the goal is winning everyone loses. The government is beginning to ferret out organizations who are just out to win. If an organization has a lot of “How to Win” seminars, but rarely sends employees to recertification training, doesn’t present new solutions strategies, isn’t performing trend analysis, has minimal performance metrics, isn’t identifying key areas to “aid and improve” end client needs - their focus is skewed. It definitely isn’t the focus for 2012 and beyond.
10. Diversify your federal contracting arsenal. Add GSA Schedules, learn more about grants, find commercial interests, research state and local opportunities, identify products or services where your business is a forerunner – begin submitting unsolicited proposals. Also, check out international contracting opportunities. 2012 and beyond is about diversifying your business portfolio to ensure growth and continued prosperity through an affirmative industry presence aligned in alliance to America whether CONUS or OCONUS.
Lastly, have faith in your business and personnel. Hold to the iron rod of ethics and truth in lending to create a well-respected federal contract future for all of us and win by example.
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