from gate review to war council-apmp 2011-brooke crouter-6-1-11
DESCRIPTION
A war council is held to decide on a course of action when matters of great importance must be decided, consensus must be reached, or when a leader is unsure of his position. In capture and proposal efforts, teams battle to gain insight into opportunities. Gate reviews should be treated as war councils that examine critical decisions and build information from one review to the next to develop a complete picture of the opportunity. Many teams do not achieve this level of discussion, nor do they thoroughly examine what they do and don’t know, where and how to gather needed information, and how to advance their strategic goals. Teams fail to engage senior management in key discussions that could change the game. This session explores how to build compelling gate reviews, when to hold them, and how to generate strategic discussions. It explores material that should be presented and discusses how to build that material through capture so the team can determine its proposal readiness.TRANSCRIPT
From Gate Review to War Council: Strategic AdvanceBrooke CrouterLohfeld Consulting GroupJune 1, 2011
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Agenda
• Military campaigns and capture• Gate Reviews: Purpose and Structure• Conclusions
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Gate Reviews as War Councils
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Meade’s Council of War
Draw on the knowledge of senior leaders to make a critical decision
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A military campaign initiates a series of operations aimed towards a single, specific, strategic objective or result
• Once the target is identified—– Take the offensive – Wage combat on our terms– Build and retain momentum– Be agile and adaptive– Win decisively
“Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat” —Sun Tzu
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Capture is a set of activities initiated to win business by selecting the best targets
Expand Products and Services
Expa
nd th
e M
arke
t
Current clients New Clients
New
Wor
kCu
rren
t Wor
k
Core Business: Must Win
All New Business: Breaking New Ground
Expand the Business: Likely Targets
Expand the Business: Likely Targets
Op 1
Op 7
Op 6Op 5
Op 4
Op 3
Op 2
Op 10
Op 9
Op 8Op 13
Op 12
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To execute a successful campaign, the general staff requires data
An understanding of the environment
Intelligence about the adversary
An assessment of its own capabilities
If you know the enemy and know yourself, you need not fear the results of a hundred battles – Sun Tzu
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A capture team requires similar data
Understanding internal capabilities and resources
Understanding the client
Understanding the competitive environment
Capture requires intelligence to improve situational awareness
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Data gathering is iterative
• Confirm opportunity elements• Identify strengths and
weaknesses• Determine shaping efforts• Stay ahead of the competition• Mitigate risks
Plan
Prepare
Execute
Asse
ss
Assess
Assess
Strategy
Explore all avenues for intelligence; the more specificity gained, the more precise and focused the resulting proposal
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Both efforts require resource alignment
Direct every operation toward a clearly defined and attainable objective
Focus on the most important tasks
Avoid actions that do not contribute directly to achieving the objectives
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Strategy is key to success
• Military strategy is the planning and execution of the contest between groups of armed adversaries
• Capture strategy is roadmap detailing the opportunity strategy, actions and results, schedule, and responsibilities for a successful pursuit
All men can see these tactics whereby I conquer, but what none can see is the strategy out of which victory is evolved – Sun Tzu
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Communication and review are critical
However beautiful the strategy, you should occasionally look at the results – Winston Churchill
War Council• Provide relevant information and
analysis• Make recommendations• Prepare plans• Monitor operations• Control operations• Assess progress
Gate Review• Provide relevant information and
analysis• Make recommendations• Prepare plans• Monitor operations• Control operations• Assess progress
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Gate reviews must be organized to achieve selected objectives and outcomes
• Three capture gate reviews provide insight and assistance to achieve capture objectives• Gate 1: Opportunity Assessment Review
• Gate 2: Strategy and Capture Plan Review
• Gate 3: Pre-Proposal Readiness Review
Each Gate is an opportunity to assess capture progress and ensure we should continue to dedicate the time, money, and resources to
capture and bid the opportunity
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Gate Reviews: Structure and Purpose
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Each gate review meets a specific goal
• Provides impartial guidance and validates direction of team activities
• Helps teams identify and prioritize critical next steps
• Resolves any issues or roadblocks identified
• Confirms the bid/no bid decision
Most importantly: Each gate review must meet the needs and objectives of the capture team
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Organize to ensure relevant decisions and feedback
Evaluate and approve capture activities
Validate the win strategy
Provide the necessary resources
Ensuring the right participation for gate reviews is critical
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Suggested gate review membersMembers Value-Added
Lead Executive Responsible for final decisions and approvals
Business Unit Lead
Responsible for business case
Capture Manager
Accountable for overall process; orchestrates the effort
Senior Advisor(s)
Provide expert insight into a particular subject area or the procurement itself
Other SMEs Domain and functional experts; knowledge about buyer and market
Contracts Manager
Provides contractual insights into procurement
BD Lead Client and account knowledge
“If everyone is thinking alike, then somebody isn’t thinking.” –Gen. George S. Patton
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Develop strategy for conducting the review meetings
Meet with Chair to discuss overall gate review plan and meeting objectives and goals and to address any issues ahead of time
Plan logistics
Strategy and logistics are key to successful reviews
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Gate 1: Opportunity Assessment
Qualifies an opportunity
Assists in formalizing the positioning strategy
Concludes with a go/no go
Gate 1 qualifies the opportunity
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Gate 1Key Inputs
Prioritized customer concernsCustomer contact planCustomer, market, competitor
knowledgeAccount strategic plans and
situational assessmentCustomer strategic plansCompetitor analysisMarket analysisPartnering plans, strategy, and
tacticsPipeline reports
Key Outputs
Updated customer analysis, requirements and contact plan
Customer historyStrategic fit analysisPotential teaming listUpdated competitive assessmentTop-level strategyCapture milestone schedule and
action items tracking listGo-No Go Decision
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Key Questions at Gate 1• Is the opportunity a fit for the corporate strategic plan?• What is the anticipated contribution to revenue and profitability?• What is the strategic relevance?• Do we understand the requirement?• Do we have the ability to offer the right solution?• Can we influence the client and position our solution?• Do we know the competitive landscape?• Do we have the resources to manage this effort?• What are the risks and can they be mitigated?
Bottom line: have we assessed each opportunity and selected those we can shape to win and are aligned with our strategy?
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Summarize key points in a dashboard
Color scores highlight where to focus capture efforts to raise win probability
Decision Factors Score
Strategic fit 4
Requirements understood 2
Right solution 2
Client advocacy 3
Competition favorable 3
Financial objectives can be met 4
Adequate time for capture 4
OVERALL ASSESSMENT 3.1
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Gate 2: Strategy and Capture Plan Reviews
Assess the progress we are making in executing our capture plan
Focus on the strategy we’ve defined and are executing
Are conducted iteratively
Gate 2 evaluates the progress of the capture efforts
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Gate 2Key Inputs
Updated customer analysis and contact plan
Updated customer historyStrategic fit analysisPotential teaming listUpdated competitive assessmentTop-level strategyCapture milestone schedule and
action items tracking listResource requirementsGate 2 review package
Key Outputs
Capture planUnderstanding requirementsPreliminary offer designPositioning planUpdated competitive assessmentWin strategy and action plansTeaming strategyPrice to winRisk analysisOverall capture assessmentNext steps/actions refined
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Key Questions at Gate 2• Are we making consistent progress?• Do we have the right capture team?• What resources are required to improve our progress? Are those
resources available and reasonable?• Do we still have time to improve our positioning?• Is our intelligence on the deal improving?• What has changed in the market? How have we adapted?• Have we positioned our solution with the customer?• Are we executing our teaming strategy?• Have we developed a win strategy with real discriminators?
Bottom line: are we executing our plan and making progress?
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Gate 2 includes a dashboard to measure progress against 9 capture elements
Capture Management Assessment MatrixWin Considerations Month 1 Month 2 Month 3 Month x
1. Form capture team2. Understand customer requirements and objectives3. Develop prelim solution linked to customer objectives4. Position solution with customer5. Assess competition6. Develop win strategy7. Build team and sign teaming agreements8. Establish price to win 9. Assess riskOverall Capture Assessment
Blue = excellent Green = good Yellow = limited accomplishment Red = unable to accomplish
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The dashboard is an assessment of capture progress
• Breaks the capture into its component elements– Focuses questions– Helps determine where additional support/
resources are required– Opens up discussion
Dashboards help the review team identify problem areas
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Gate 3: Pre-Proposal Readiness Review
This is the time in which to raise any final challenges
Highlight how the pre-proposal preparations have advanced
Determine how to eliminate or mitigate any risks prior to RFP arrival
Gate 3 is a checkpoint to answer: “Are we ready for the RFP?”
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Gate 3Key Inputs
Draft (or strawman) RFPCapture planProposed offering: technical
solution, management approach, past performance, cost/price
Competitive assessmentWin strategy and action plansTeaming strategyPrice to winRisk analysis / OCIGate 3 review package
Key OutputsUpdated capture planUpdated win strategy and
action plansTeaming agreementsProposal planStoryboardsDraft executive summaryDraft proposed productsProposal readiness
assessmentBid/No Bid decision
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Key questions at Gate 3• Have we gained insights into the procurement?• Have we positioned to beat the competition?• Do we have a compelling solution with excellent features and
benefits?• Do we have a powerful team?• Have we developed an accurate price to win?• Do we have a compelling win strategy?• Does our past performance support our approach?• Can we perform? Technically? On schedule? Within costs?
Bottom line: Does our preparation justify the investment?
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Pre-Proposal Progress AssessmentPre-Proposal Progress Assessment
Considerations Gate 3
1. Assign proposal manager and proposal resources
2. Establish capture/pre-proposal repository
3. Develop strawman RFP
4. Review solution against RFP
5. Review/approve storyboards/ annotated outlines
6. Identify and develop early-stage proposal products
7. Draft oral presentation
8. Finalize proposal development plan
9. Plan kickoff meeting
10. Conduct pre-proposal gate review
Blue = excellent Green = good Yellow = limited accomplishment Red = unable to accomplish
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Conclusions
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Gate reviews should be strategic discussions
• We can increase our win probability– Engaging the right participants– Asking the right questions– Creating a “council of war”
• At each gate, we need to ask and confirm– “Can we win?”– “Are our objectives clear?”– “Have we taken the actions to advance our strategy?”
"Unless a variety of opinions are laid before us, we have no opportunity of selection, but are bound of necessity to adopt the particular view which may have been brought forward." - Herodotus
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Questions? Comments?Discussion?
Gate 1
Gate 2
Gate 3
Contact InformationBrooke CrouterPrincipal Consultant, Lohfeld Consulting Group, Inc.Creating Winning Proposals for Government Contractors
301-580-3839 (m)
www.LohfeldConsulting.com
@Lohfeld
facebook.com/LohfeldConsulting
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