© 2003, decision coaches inc.. decision coaches has developed a unique consulting approach that...


Decision Coaches has developed a unique consulting approach that enables true team collaboration and buy-in.

Our approach combines a skilled decision “coach”, a proven methodology, and a proprietary software tool, AliahTHINK!™ v4.0, to consolidate the knowledge of the team and provide actionable results.

Decision Coaches has optimized this approach to provide our customers with:

Winning Bids Winning Products Winning Strategies

Decision Coaches, Inc. has a twelve year history of helping clients such as IBM, Boeing, and ADP make better strategic decisions.

Who is Decision Who is Decision Coaches?Coaches?


Harnessing the Team’s KnowledgeHarnessing the Team’s Knowledge

3 - The data then populates common business frameworks that lead to swift optimal decisions made collaboratively by your team. Actions become clear along with organizational buy-in and understanding.

1 - A Decision Coach shepards a group through value driven criteria that generate a picture of the situation at hand.

2 - The group then makes small judgments that when aggregated reveal critical success factors and the essence of the situation.


Notable HistoryNotable History

In 1996 Boeing and Northrop Grumman used the approach to win the $5B Wedgetail program. The approach was so powerful Boeing elected to utilize the technique under an exclusive arrangement for 3 years.

“When the meeting is over everyone is in agreement. You have reached consensus for the the decision. After two days we have a team.” “The action items that you need to do in order to win will surface through the process.”

Bob Roe, Boeing Corporation

Since then the approach has been improved and refined in working with the likes of BAE Systems, EG&G, ManTech, Veridian, and Northrop Grumman.

“Produced out of the box thinking leading to innovative product development while reaching group consensus.”

Lex Allen, EG&G

Recent engagements have been exclusively IT and servicesAdditionally, IBM deployed a variant of this approach worldwide in

support of new product development


Decision Coaches’ Offering OverviewDecision Coaches’ Offering Overview

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Capture Plan Process Capture Plan Process OverviewOverview

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P-WinP-LoseProbability of Win = 65%

Opportunity Screening

Win Strategy


Opportunity ScreeningOpportunity ScreeningSelect Your Segment TargetsSelect Your Segment Targets

Market segments are prioritized based on the combined fit with segment needs and an organization’s mission. These axis are defined by multiple criteria of varying importance. The criteria and their weights are defined through a group collaborative process that ensures:

Fit with Organization’s Mission

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Prioritized Segment Needs

Prioritized Mission Criteria

1. The resulting criteria are specific to your business.

2. The prioritization reflects your specific situation at any given time.


Opportunity ScreeningOpportunity ScreeningParlay Your Segment Focus Against Multiple Parlay Your Segment Focus Against Multiple

ProgramsProgramsFit

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Segments

Segment B Programs

This approach prioritizes segments as well as specific opportunities to pursue. In the optimal scenario, the customer selects a segment and builds a plan that is leveraged across multiple programs instead of building a compelling story uniquely for each bid one at a time.

Segment B


Two Day Capture Plan ProcessTwo Day Capture Plan Process

• Event Goal – in two days a capture team including partners if appropriate, can:– Determine the Buying Criteria and starting position with the

Customer – Generate a base Pwin (Probability of Winning)– Generate initiatives to increase Pwin

• Day 1 Outputs:– Determine the relative importance of the customer’s buying criteria– Determine the team’s position against these criteria and against the

competition – gaps.– Understand the balance of gaps that are advantages and the gaps

that are weaknesses.

• Day 2 Outputs– Prioritize the Market Drivers– Generate a Justified Pwin – Identify Initiatives to Increase Pwin– Assign Task Responsibility


Day 1 - Source Selection Factors & Day 1 - Source Selection Factors & RequirementsRequirements

Customer Analysis - Relative ImportanceCustomer Analysis - Relative Importance

This graphic displays the team’s view of the relative importance of the customer’s needs. Each criterion is defined in a detailed way as shown at the bottom for the first criterion on the list.


Day 1 - How Well Positioned Are You?Day 1 - How Well Positioned Are You?Customer Analysis ResultsCustomer Analysis Results

In this case, “your organization” is equal to or ahead of the competition in all but one criterion. This is typical of incumbents.


Adding in the criteria weights reveals little difference between the contractors. “Cost” levels the playing field despite having an advantage in 7 of the 8 criteria. Bidding requires identifying

initiatives to increase Pwin.

Your Organization .57Competition .51

Day 1 - How Well Positioned Are You Really?Day 1 - How Well Positioned Are You Really?Customer Analysis ResultsCustomer Analysis Results


Day 2 - Capture Plan AnalysisDay 2 - Capture Plan AnalysisIdentify the Market DriversIdentify the Market Drivers

What is really driving each of the market players?


Day 2 - Generating the Potential PwinDay 2 - Generating the Potential Pwin

Coach: “What action will the customer take based on the Cost driver?”“… the customer will insist on a contract clause that limit overruns to a maximum of 5%…”

“How does that make you feel about winning this business?”

Plose Pwin

67% 33%

“What can you do to mitigate this situation?”“…introduce an achievement metric that allows overruns consistent with overachievement…”

“How do you now feel about winning this business relative to cost?”

Plose Pwin

50% 50%


The rigorous analysis of market players and drivers credibly quantifies Pwin.

Day 2 - Capture Plan AnalysisDay 2 - Capture Plan AnalysisWhat is your overall probability of win?What is your overall probability of win?


Day 2 - Path to the Maximum PwinDay 2 - Path to the Maximum Pwin

Base Pwin Maximum Pwin 57% 71%

Contribution to Initiatives Increasing Pwin Responsibility

Initiative 1 6 Points JohnInitiative 2 4 Points MaryInitiative 3 3 Points ChuckInitiative 4 1 Point Bill

By identifying what the potential initiatives can do to increase Pwin, the team now possesses a clear path to maximize the

probability of winning


Capture Planning ResultsCapture Planning Results

Because:• The strategy and actions were derived from the team’s collective

and comprehensive knowledge. No more – we should have known better.

• The team made judgment calls and predicted scenario dynamics. Consequently, black team and red team reviews become non-events.

• The basis of the strategy is well understood by all allowing the customer interfaces and the ultimate proposal to reinforce the same themes which infuses power, credibility, and confidence to the case.

• The team members galvanize around the result minimizing confusion during execution.

Next Steps:• Consider us for your next portfolio or pipeline prioritization, bid/no-

bid decision, or must win. You’ll be impressed.

Remarkable success Rate


ContactingContactingDecision Coaches, Inc.Decision Coaches, Inc.

Steve Leonard, VP of Marketing & SalesDecision Coaches, Inc.

6953 Penn Avenue

Pittsburgh, PA 15208

(412) 916-1172

Or [email protected]

© 2003, decision coaches inc.. decision coaches has developed a unique consulting approach that...

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