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BD track 205


Robust linkages between processes to achieve goals predictably and efficiently. 6 ... Performance-based contracting and other Federal initiatives place premium on ... – PowerPoint PPT presentation

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Title: BD track 205

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Collaboration and Competencies in Business
DevelopmentLeveraging Stakeholder Competencies
to Enhance Business Development Performance
Breakout Session 205 Bob Emery, Stacy Goff, and
Howard Nutt April 8, 2009 945 am 1115 am
Multi-Disciplinary Panel
  • Bob EmeryGeneral Manager, Marketing
    DevelopmentInternational Association for
    Contract and Commercial Management
  • Stacy Goff, aCCP.D, PMPIPMA-USA
    Representativeasapm American Society for the
    Advancement of Project Management
  • Howard NuttExecutive DirectorBusiness
    Development Institute International

Fundamental Nature of BD Process
Business Development Stakeholders
BD-CMM Perspective
  • Key practices that
  • drive BD performance
  • Value-based solutions
  • BD influence on operation
  • Synergistic alignment ofgoals and measurement
  • High-performance teams
  • BD systems integration
  • Broad knowledge management

Competencies and Competitiveness
  • Organizational View
  • Customer strategies
  • Broader solution options
  • Organizational performance
  • Inclusion in BD operation
  • People leverage
  • Cross-fertilization of functional competencies
  • Process integration
  • More meaningful definition of roles
  • Robust linkages between processes to achieve
    goals predictably and efficiently

Competencies and BD Capability
  • Functional View
  • Customer focus
  • Real CRM environments
  • Organizational synergy
  • Customer-centric values across the Enterprise
  • People opportunities
  • Growth into high-performance teams
  • Process benefits
  • Meaningful integration with stakeholder
    capabilities to encourage broader collaboration

Approach to the Topic
  • Focus on leveraging collaboration and competency
    development among BD stakeholders
  • Discuss 4 key questions
  • Why is collaboration increasingly important?
  • What are the obstacles to and opportunities for
    collaboration among key stakeholders?
  • What competencies are essential and what are the
  • How can we begin to collaborate?
  • Engage group in broader discussion
  • Record insights for further exploration

Topic 1 Importance of Collaboration
  • Question to be considered
  • Why is collaboration increasingly important?
  • Stakeholder viewpoints
  • 5 minutes each
  • Discussion
  • 5-minute QA
  • Dialog with group on these and other stakeholders
    and their viewpoints

Shifting Organizational Focus
  • Shift in what organizations leverage
  • Used to be about leveraging assets
  • Now about leveraging relationships
  • Shift in competitors
  • No longer between integrated companies
  • Now between branded supply networks

We cannot operate as islands the pace of
change, new geographies, new technologies,
evolving regulations and relationship strategies
all demand growing trust and collaboration
Innovation and Organization
  • Innovation is the lifeblood of an organization
  • More than 80 of innovative ideas and concepts
    come from outside the organization
  • Competing in a networked world demands
  • Speed
  • Flexibility
  • Readiness to trust and empower others through
    on-demand services
  • Traditional organizations with rule-driven
    cultures stifle innovation and change

Collaborate to Reduce Challenges
  • Surprises from incomplete or vague SOWs
  • Unidentified other risks or threats
  • Bid to Win mentality
  • Inability to reach the right Buyer stakeholders
  • Buyer Sponsors who cannot mandate change
  • Competing projects in delivery organization
  • Otherwise sub-optimal PM Performance

Business Development Challenges
  • Procurement trend to new business relationships
  • Performance-based contracting and other Federal
    initiatives place premium on contracting prowess
  • Growing complexity of deals
  • Emphasis on bigger programs, teaming, and other
    trends demands more integrated solutions
  • Demands of more robust BD strategies
  • Maturing BD organizations emphasize positioning
    with early solution teams supported by
    integrated teams
  • Changes in competitive landscape
  • More intense competition often makes contract or
    commercial approach a key discriminator

Topic 2 Obstacles Opportunities
  • Question to be considered
  • What are the obstacles to and opportunities for
    collaboration among key stakeholders?
  • Stakeholder viewpoints
  • 5 minutes each
  • Discussion
  • 5-minute QA
  • Dialog with group on these and other stakeholders
    and their viewpoints

Obstacles to Collaboration
  • Competing priorities
  • Scarce talent
  • Tight timeframes
  • Slow decision-making
  • Changing requirements or scope
  • Performance pressure, rather than support
  • Others?

Opportunities for Collaboration
  • Work together to align efforts to strategy
  • Overlap our disciplines in engagements
  • Collect joint Lessons Learned
  • As societies, blend our competences
  • Improve evaluation
  • Common measures of success
  • Metrics to indicate progress
  • Move towards a project-oriented Enterprise
    men-tality that manages and rewards success

Obstacles to Collaboration
  • Perceptions by business developers as business
    prevention department
  • Use of formulaic approaches to calculating risk,
    returns, and business/legal terms creates gaps
  • Lack of customer focus
  • Primary concern for protecting the company at the
    expense of customer needs and interests
  • Discomfort with out of the box strategies
  • Unwillingness to innovate to meet customer needs

Opportunities for Collaboration
  • Create realistic and flexible approaches to risk
  • Balance internal and external value to
  • Participate in program positioning
  • Influence customers for win-win business terms
  • Advocate business solution competitiveness
  • Bring business-oriented strategies to market
    segmentation and campaign development
  • Quantify risk and reward to optimize market

Obstacles to Collaboration
  • Creativity and innovation always builds on the
    past but the past always tries to control the
    creativity that builds upon it. (Lawrence Lessig)
  • In a period of dynamic change, there is
    inevitable confrontation between those who seek
    to protect and those who seek to enable
  • Regulation or reputation
  • Gatekeeper or gateway

Opportunities for Collaboration
  • More than 80 of CEOs expect fundamental
    organizational change in the next 5 years
  • More than 60 do not know who in their
    organization will lead such change
  • New leaders and new structures will emerge
  • Internal collaboration is a pre-requisite to
    external collaboration and may increasingly be
    orchestrated through process-focused Centers of

Topic 3 Competencies and Gaps
  • Question to be considered
  • What competencies are available and what are the
  • Stakeholder viewpoints
  • 5 minutes each
  • Discussion
  • 5-minute QA
  • Dialog with group on these and other stakeholders
    and their viewpoints

Competency Goals
  • Align internal decision-making with strategic
  • Gap Parochial priorities and resource
  • Gap Lack of strategy-based business analysis
  • Proactively create Customer-focused solutions
    that leverage value
  • Gap Inadequate Customer and competitor
  • Gap Preoccupation with technology vs customer
  • Assure that what is proposed can be executed with
    balanced Customer and Company risk
  • Gap Poor collaboration during capture effort
  • Gap Insufficient systems and resources

Improvement Priorities
  • IACCM Capability Benchmarks reveal key obstacles
    impeding progress
  • Information systems / knowledge management
  • Financial and economic (value) linkages
  • Leadership
  • Solution requirements
  • Strategy
  • Capability assessment results to March 2008

PM Competence Improvements
  • Build on knowledge, to PM Competence
  • Beyond technical competence increase context and
    behavioural competence as well
  • Embrace competences from other disciplines, e.g.
    Business Development, Contracts
  • Recognize Levels of competence
  • Its not just training Assessing and coaching
  • And for the best performance competence
    certification as a PM (asapm)

IPMA International Project Management
Association asapm American Society for the
Advancement of Project Management
Strategic Value
  • In a networked world, the ability to collaborate
    is the key to survival .
  • Reputation
  • Partner of choice
  • Competitive capabilities
  • You, your organization, your country or trading

To Continue This Discussion
  • We have set up a collaborative website to help us
    continue this discussion.
  • We called it Enterprise Change Agents.
  • Go http//
  • Please sign up and weigh in!
  • Thank You!

Invitation to Collaborate
  • Question to be considered
  • How can we begin to collaborate?
  • Stakeholder closing comments
  • Discussion
  • QA
  • Dialog with group on these and other stakeholders
    and their viewpoints

Strategic Value of Collaboration
  • Improved visibility for Executives into efforts
  • Corroboration of information, not competition
  • Goal alignment to Enterprise success measures
  • End of scarcity for prioritized efforts
  • Shared recognition and rewards
  • Eliminate PM reputation of overhead or Black Hole

Collaboration a Must Have
  • The 20th century model of designing and managing
    companies not only lags behind the need today to
    emphasize collaboration and wealth creation by
    talented employees, but actually generates
    unnecessary complexity that works at
    cross-purposes to those critical goals.
  • McKinsey, Mobilizing Minds
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