Agile Capture Planning in the New Reality. Kelson Forsgren & Brad Douglas Shipley Associates

Transcription

1 Agile Capture Planning in the New Reality Kelson Forsgren & Brad Douglas Shipley Associates

2 Webinar Overview: The New Reality Climate Change is Real and the Sea Level is Rising What We See Companies Doing About It Capture Managers - Building Arks The Value of Doing the Right Thing for the Right Reason What Your Company Can Do The Value of an Agile Capture Process Wrap-Up and Questions

3 Climate Change is Real and the Sea Level is Rising Shrinking budgets Increased competition Contract consolidations More task orders, multiple award More protests The LPTA tsunami

4 Recent Observations GAO : Published: Jul 30, 2014 The Department of Defense (DOD) used two best value processes tradeoff and lowest price technically acceptable (LPTA) for approximately 93 percent of the 2,851 new, competitively awarded contracts awarded in fiscal year 2013 with obligations greater than $1 million. Source selection process FY 2009 FY 2013 Tradeoff 69% 58% Lowest price technically acceptable 26% 36% Estimated Source Selection Processes Used in Fiscal Years 2009 and 2013 for New, Competitively Awarded Contracts with Obligations of $25 million or more

5 More on Current New Reality Environment Unforgiving Unconstrained competition: different conditions (LPTA) New centers of power and decision making (combining programs) Great paradox: Price sensitive and risk averse Unclear what discriminates best value New competitors in almost all markets Favoring small business Incumbent unfriendly Confused, volatile, and unpredictable Filled with opportunity (glass half full)

6 What We See Companies Doing About It Offensively: Defensively: Competing in new markets (agility) Reducing costs and overhead doing more with less Acquiring new capabilities Starting earlier to take away incumbent work from others Spending more to win more Increasing competitive intelligence Protecting incumbency with strategic pricing and teaming Leveraging operational relationships

7 What We See Companies Doing About It Offensively: Defensively: Competing in new markets (agility) Reducing costs and overhead doing more with less Acquiring new capabilities (innovation) Starting earlier to take away incumbent work from others Spending more to win more Increasing competitive intelligence Protecting incumbency with strategic pricing and teaming Leveraging operational relationships

8 What We See Companies Doing About It Offensively: Defensively: Competing in new markets (agility) Reducing costs and overhead doing more with less Acquiring new capabilities (innovation) Starting earlier to take away incumbent work from others Spending more to win more Increasing competitive intelligence Protecting incumbency with strategic pricing and teaming Leveraging operational relationships

9 What We See Companies Doing About It Offensively: Defensively: Competing in new markets (agility) Reducing costs and overhead doing more with less Acquiring new capabilities (innovation) Starting earlier to take away incumbent work from others Spending more to win more Increasing competitive intelligence Protecting incumbency with strategic pricing and teaming Leveraging operational relationships To keep afloat you must be flexible, agile, yet disciplined.

10 Capture Managers Building Arks Agile Capture Managers keep you ahead of the game and prepared for the contingencies of competition in today s market environment

11 Capture Planning Goal: Advance the Opportunity

12 What Your Company Can Do 12

13 Keys to Surviving in the New Capture Reality Understand where capture fits in the BD lifecycle Understand key inputs and outputs of capture planning Invest capture resources early: Be agile and flexible Focus on your Pwin Assess your competitive position, customer issues, and internal capabilities Predict competitor approaches Execute a capture plan

14 Understand Where Capture Fits within the BD Lifecycle

15 Understand the Key Inputs and Outputs of Capture Planning 15

16 Opportunities Pursued Estimated % of Total Expenditure Invest Capture Resources Early 100% 100% 25% 80% 60% 40% 20% DoD Study Indicated that Successful Bidders Typically Invest 57% Before Release of Final RFP Leaders Estimate Up To 65% of Funding Spent Before Final RFP BD estimates based on typical opportunity 50% 25% Opportunity Assessment Capture Strategy Development Pre- Proposal Preparation 0% Pursuit Decision Proposal Development Initial Bid Decision Bid Decision Submit Decision Program Start-Up 0% Lead Identification Pursuit Decision Initial Bid Decision Bid Final Mgmt Review

17 Focus on Your Probability of Winning (Pwin) P Win

18 Assess Your Competitive Position p. 33 What will provoke retaliation? 18 After M. E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, 1980, 1988

19 Predict Competitors Approaches with a Competitive Assessment 19

20 Develop Capture Strategies

21 Leverage Capture Strategies into Compelling Customer Messages

22 Align the Capture Plan with Proposal Management Plan p

23 Address the New Reality with a Unified, Repeatable, and Agile Capture Process

24 Move from Ad-Hoc to a Managed or Optimized BD Process: BD CMM Tough Target Standard Common Capability Maturity Model, CMM, and CMMI are registered in the U.S. Patent and Trademark Offices. CMM Integration and SCAMPI are service marks of Carnegie Mellon University.

25 Why Have a Unified, Yet Agile Capture Process? Adapt to market conditions expand or contract the process Activities, guidance, and tools are integrated across the entire organization no translation required: EFFICIENCY Transferable skills the right resources at the right time, drawn from multiple business units/organizations as needed New hires contribute sooner Training based on common baseline Management connected to business development activity and outcomes Resource allocation and opportunity value determined through defined decision activities Mission impact optimization

26 Establish Clear Roles and Areas of Accountability

27 Understand the Capture Manager s Role Owns the opportunity Dedicated to and responsible for the overall pursuit, including: Customer interface Capture planning Pre-proposal and proposal preparation Closure activities Works in partnership with the Proposal Manager to develop and implement: Strategy for winning a specific opportunity Pre-RFP marketing effort and capture strategy

28 Balance Perspectives and Be Flexible

29 Wrap Up and Questions Summary Companies must rise to the challenge of the New Reality Capture Management is now essential to remain competitive Efficiencies are key to meeting financial objectives and stockholder/owner responsibilities Clear roles and unified capture processes increase efficiencies and competitiveness Questions?

30 Kelson Forsgren Shipley Associates (o) Thank You Brad Douglas Shipley Associates (o)