Newsletter Volume 3 from Linda Wolstencroft

Corporate Strategy beneath the surface

When a great company takes a slide, such as we saw RIM do earlier this year (and this is hopefully just a blip on their continued story of success), one cannot help but wonder about the root causes. Is it the products? The marketing? The timing? The competition? The strategy? The execution of the strategy?

In their book The Power of Strategic Commitment (American Management Association, 2009), authors Josh Leibner, Gershon Mader and Alan Weiss, who have worked with hundreds of major companies on corporate strategy, discuss two major components of strategy: content and context. The content is the actual strategy itself, as documented and understood. This is the part of the strategy that is open, visible, above the surface. The context is the component that is more complex, as it deals with the actual commitment of the company's people. What is going on beneath the surface is arguably even more important than charting the right strategic course.

The four drivers of context are:

1. Credibility and Sincerity: Do the people in the organization trust that the senior leaders are open and honest? Are words said that become contradicted by ensuing actions? Or is information being withheld on issues that have a dramatic effect on the company's performance?
2. Courage and Resolve: Are leaders seen as actively dealing with tough issues? Or are difficult issues that hamper progress being ignored? Are people within the company expending too much energy dealing with the additional steps needed to work around unresolved issues?
3. Competency: Do the people in the organization believe that the leaders are able to deliver on commitments and promises? Are the leaders delivering the inspiration that will move the people to go above and beyond their duties? How well are the leaders supporting and protecting their people?
4. Care and Concern: Is there a true culture of caring emanating from the leaders - are the people within the organization seeing that they will personally benefit by following the strategic course - not only financial benefits but work satisfaction and fulfillment of individuals' goals?

Are the people in your company living the strategy, or simply going through the motions?

For more information, contact Linda.

................................................................................................................................................

Proposal Planning - Choosing the proposal team

Organizations don't always have a team standing by ready to go on a proposal. Like a maintenance operation, if the next maintenance job does not appear when the previous one completes, the workload is uneven and costs for idle time will be accrued. Will an organization invest in having a proposal team standing at the ready? Typically the answer is no because while many business development professionals are focused externally toward the market and competition, it is not very common that they themselves also possess the requisite skills to plan a winning proposal.

One aerospace company had the vision to win a program on an entirely unrelated line of business than its own traditional work. Tackling this feat included new work locations, different skills and knowledge sets, a new resultant employee base, different technologies, as well as a completely new category of competitors from their existing business lines. However, the company saw the opportunity to develop an innovative approach to the business, so when it came time to develop the lengthy, comprehensive proposal that was required, they realized they had three of the key elements in place: a strong business development leader, an able strategic thinker and an effective proposal manager. However, they were also deficient in several key areas, including: technical and subject matter expertise, program management, personnel recruitment management, and proposal writers. Once this was realized, the company embarked on a thorough search process to find the necessary people needed to create an invaluable team that went on to developing a winning bid for the complex, long-term, multimillion dollar program.

Choosing the right mix of people to fill the various roles and responsibilities of a proposal team can be challenging, and searching for and finding the right people is not simple.

For assistance in planning your proposal and finding your proposal team, contact Linda.

................................................................................................................................................

Winning and transitioning new business - a three part workshop series

This three part series takes you to the next level of competency in these important business development skills.  Designed to make effective use of your time - get maximum benefit with a small investment of your time.  

Choose from all three and drive your Business Development success.

1. BEFORE THE PROPOSAL - Getting the client to want your offering  
   Your proposal is the ticket to the game. Most of your Business Development work needs to be focused on the period before the proposal - up to 80% of the Business Development effort should take place prior to the RFP release. These skills can also be used for prompting a justified solesource award.
   
   
2. WRITING THE PROPOSAL - Don't just answer the mail
   It has been said that the proposal is a company's most important document. Proposal writing skills are different from technical writing, and marketing writing.  Learn the art and science and put your best work forward to maximize your chances of winning the program.
   
   
3. PROGRAM IMPLEMENTATION AND CUSTOMER FOLLOWUP - Keys to long-term success
   "Great!  We won!" is followed closely by "Oh no!  Now we have to deliver!" Learn how to build momentum after the win to quickly start the new program on a positive footing.

Are you ready to take your organization to the next level? Click here for more information.