Management Perspectives Steve Trieber GMU April 22, 2004.
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Transcript of Management Perspectives Steve Trieber GMU April 22, 2004.
Management Perspectives
Steve TrieberGMUApril 22, 2004
Organizational Rules•. I will be accountable for my own actions and performance.
• I will evaluate the impact my decisions and actions have on others before moving ahead..
• I will honor my commitments by doing what I said I would do, when I said I would do it, and if I cannot comply, I will notify as soon as possible.
• I will be courteous and respectful of others, be prepared, and on time.
• I will resolve differences directly and quickly.
• I will continue to learn and share my knowledge with others.
• I will support group and team decisions even if they are different than my own position.
• It is okay to agree to disagree.
Always Have FunTreat Others Well Stand-up for your Team
Create Opportunity
My Background• 18 Yrs of Experience, 10 years
management– Avionics, Missile, Satellite, SE&I and New
Business Development– Hughes (LA), LMC (NJ, VA) Northrop Grumman
(CA, VA)
• Education: BE, MSEE/SE, MBA• Married for 18 Years - 3 kids, wife a
teacher.
NGIT, TASC Corporate Background
Headquarters: Los Angles, California 120,000 Worldwide Employees Leading Defense Enterprise $25+ Billion 2003 Estimated Revenue Leading Provider of Federal IT Services
Merging of Logicon, PRC, TASC, TRW, etc.
One of the Top Three Space Developers
NG Corporation
• Airborne Radars
• C4ISR
• Electronic Warfare
• Navigation & Guidance
• Military Space
• Homeland Security
• Tactical Aircraft
• Long Range
• Unmanned
• Airborne Early Warning & Surveillance
• Air-to-Ground Surveillance
• Airborne Jamming
• Naval Systems Integrator
• Aircraft Carriers
• Attack Submarines
• Surface Combatants
• Amphibious Assault Ships
• Auxiliary Ships
• Command, Control and Intelligence
• Digitized Battlefield
• ICBM Sys. Mgmt.
• Missile Defense BMC3
• Defense/Civil Software Application Dev.
• Information Warfare
• Homeland Security
• Intelligence, Surveillance, Reconnaissance
• Laser Weapons
• Military SATCOM
• Scientific Satellites
• Military Avionics
• Cutting-edge Micro-electronics
~$6.1B ~$4.7B ~$3.7B ~$5.2B ~$3.9B ~$2.5B 2003ERevenue2003E
Revenue
Integrated Systems
Integrated Systems
InformationTechnologyInformationTechnology
Ship Systems /Newport NewsShip Systems /Newport News
ElectronicSystems
ElectronicSystems
MissionSystemsMissionSystems
SpaceTechnology
SpaceTechnology
• C4ISR
• Government IT Infrastructure
• Science & Technology
• Information Security/ Assurance
• Enterprise Solutions
• Homeland Security
NGIT, TASC Corporate Background•
– 37+ years supporting sensitive programs– More than 3,800 employees
• >55 % with Advanced Degrees– On-Site MS Programs: GW, George Mason, Old Dominion
University• >65 % with Active Top Secret Security Clearances.
– Headquartered in Chantilly, VA– 2003:
• $770 M Revenue• $1700 M Backlog• 18% Growth
– SE&I & SETA Support to:• NRO, CIA, NIMA, NSA, DOD
TASC
Seamless Communication System:IP based Private Intranet
Space based Optical backboneHAIPE based Security Architecture
Black core Red edgeEvery sensor, solider and weapon on-line
• Customer Base:– DOD INTEL Organizations
• SE&I• Operations• Special Communications• Modeling and Simulation
– DISA/WHCA– Air Force/TCM
• Specialization: Satellite Comm, Modeling and Simulation, Radio/Wireless Comm., Network Architecture, SE&I
Secure Mission Comms
15 Eng$2-3M
2001 60 Eng$15M
2004 100 Eng$30M
2005/6
• Retain your engineering staff• Maintain current customer base• Get outstanding award fees• Grow future leaders• Get training for your staff• ID 3-5 NEW customers• Pursue 2-3 NEW opportunities and WIN• Sell our IRAD Investment
Secure Mission Comms - Mgmt Goals
Agenda - Open Discussion• Decision Making process
– How it relates to your project
• Real example– Background– How would you pursue the
opportunity and get buy-in?– Outcome.
Sr. Mgmt Seeking (services org.)• High returns• High Win Rate• Destruction of Competition in category
– Own 75% of Market– Low Investment Costs (proposals)
• Capability to enter new markets - low cost to entry
• Outstanding Reputation• Low turn-over employee rate• Customers that pay their bills.
What answers you must have.. Before an investment or project will be started
• Who ?• What ?• Why ?• How
Much ?
ENGINEERING MARKETING
Know your business - Growth-shareWhere you stand in the Company
OutstandingPerformer
PotentialStars
Cash CowPoor
Performer
HighGrowth
Slow Growth
High Share Low Share
TASC
Competition and Strategy
• Strategy - Roadmap• What is your environment - map it
out– Understand your boundaries
• Competitive Environment• Anticipate Competitive and
Cooperative Dynamics• Build and Sustain Success.
Know who you are presenting to(Customer or Manager).• What do they like:
– Lots of pictures– Text– Lots of Charts– 3-5 Charts– Figures, Plots
• Willingness to gamble• History - military, commercial, education• Family• Who they like• Do they have money, are they the decision maker?
Decision Makers
OPERATIONAL-LEVEL EMPLOYEES
MIDDLE-LEVELMANAGERS
TOP-LEVEL
MANAGERS
Abi
lity
to o
verr
ide
cont
rols
Control M
echanisms
Management Strategic FrameworkEnvironment& Trends•Economic•Technical•Political•Community•Physical
Opportunities& Risks•ID•Inquiry•Assessment of Risk
DistinctiveCompetence•Capabilities:
• Financial• Management• Line organiz.
• Reputation•History
Corp. Resources•Strengths•Weaknesses•IR&D•Capability
ConsiderOpportunities
Evaluation ofopportunity and
resources necessary
Strengths, Weaknesses, Opportunities, Threats….Business, engineering, decision making
Strengths Weaknesses
Opportunities Threats
INTERNAL
EXTERNAL
Marketing Strategy Planning ProcessMarketing Strategy Planning Process
CustomCustom
ersers
CompanyCompanyS.S.W.W.O.O.T.T.
External Market EnvironmentExternal Market Environment External Market EnvironmentExternal Market Environment
Narrowing down to a focused marketing strategy
Positioning &Positioning &
DifferentiationDifferentiationPositioning &Positioning &
DifferentiationDifferentiation
Targeting &Targeting &SegmentationSegmentationTargeting &Targeting &SegmentationSegmentation
CompetitorsCompetitors
TargetMarketTargetMarket
ProductProduct ProductProduct PricePricePricePrice
PlacePlacePlacePlacePromotionPromotionPromotionPromotion
Perfo
rman
ce Metrics
Perfo
rman
ce Metrics
Perfo
rman
ce Metrics
Perfo
rman
ce Metrics
Five Industry ForcesSuppliers•Differentiation•Supplier concentration•Substitutes•Importance•Volume•Costs•Threat of Forward/ backward Integration
Substitutes•Price•Performance•Switching Costs•Buyer???
New Entrants•Brand Identity•Capital Requirements•Proprietary Products•Switching Costs•Assess to Distribution•learning Curve•Access to Technology•Lower-cost or higher quality Product design•Gov’t policies•Retaliation
Industry Competitors•Fixed Costs•Product Differences•Brand Identity•Switching Costs•Information Complexity•Corporate Stakes•Exit barriers
Buyers•Buyer volume•Switching Costs•Information•Buyer Benefits•Price-sensitivity•Product Differences•Brand ID•Quality•Incentives
Factors to Consider
Value Net
Customers
Firm
Suppliers
Competitors Complementors
A player is your complementor with respect to customers if customers value your product more when they have the other player’s product as well
A player is your competitor with respect to customers if customers value your product less when they have the other player’s product as well
A player is your complementor with respect to suppliers if it is more attractive for a supplier to provide resources to you when it is also supplying the other player
A player is your competitor with respect to suppliers if it is less attractive for a supplier to provide resources to you when it is also supplying the other player
Source: Adam Brandenburger and Barry Nalebuff, Co-opetition (New York: Currency Doubleday, 1996)
The value net extends five forces to include more complicated supplier / competitor / customer relationships. It should also be quantified.
Threat of New Entry
Rivalry Among Existing Competitors
Bargaining Powerof Customers
Threat of Substitutes
Bargaining Powerof Suppliers
Availability of Complements
Expanded Industry Analysis
Government and Standards
Politics
Mission/Product Technology Matrix
Market Penetration
Product Development
MarketDevelopment
Diversification
PresentMission
New Mission
Present Product New Product
Case Example• You are a manager of a small department.• You have an excellent staff and growing at 15% a
year.• You have been asked to start a new office in LA.
– Your company has already spent over $2M and have no new customers and no engineers in Southern Cal.
• You worked in LA about 5-years ago as a manager.• LA AFB has 2 new projects starting:
– Space-base Radar– Next version of MILSATCOM
• You lost your last proposal effort – Spending over $150K.
Where do you start,and WHAT ???
Class Project
1994 1997 2000 2003 2006
10
8
6
4
2
0
Network Growth
MUX’s/Phone Switches
Circuits
Nodes
Bandwidth