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Management Perspectives

Management Perspectives. Steve Trieber GMU April 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. .

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Management Perspectives

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  1. Management Perspectives Steve Trieber GMU April 22, 2004

  2. 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 Fun Create Opportunity Treat Others Well Stand-up for your Team

  3. 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.

  4. 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

  5. NG Corporation Electronic Systems Integrated Systems Information Technology Mission Systems Ship Systems / Newport News Space Technology 2003E Revenue ~$6.1B ~$4.7B ~$3.7B ~$5.2B ~$3.9B ~$2.5B • Airborne Radars • C4ISR • Electronic Warfare • Navigation & Guidance • Military Space • Homeland Security • C4ISR • Government IT Infrastructure • Science & Technology • Information Security/ Assurance • Enterprise Solutions • 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. NGIT, TASC Corporate Background TASC • 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 Seamless Communication System: IP based Private Intranet Space based Optical backbone HAIPE based Security Architecture Black core Red edge Every sensor, solider and weapon on-line

  7. Secure Mission Comms • 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 2001 2004 15 Eng $2-3M 60 Eng $15M 2005/6 100 Eng $30M

  8. Secure Mission Comms - Mgmt Goals • 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

  9. 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.

  10. 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.

  11. What answers you must have.. Before an investment or project will be started • Who ? • What ? • Why ? • How Much ? ENGINEERING MARKETING

  12. Know your business - Growth-shareWhere you stand in the Company High Share Low Share Outstanding Performer Potential Stars High Growth Cash Cow Poor Performer Slow Growth TASC

  13. 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.

  14. 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?

  15. TOP- LEVEL MANAGERS Control Mechanisms Ability to override controls MIDDLE-LEVEL MANAGERS OPERATIONAL-LEVEL EMPLOYEES Decision Makers

  16. Management Strategic Framework • Environment • & Trends • Economic • Technical • Political • Community • Physical • Distinctive • Competence • Capabilities: • Financial • Management • Line organiz. • Reputation • History Consider Opportunities • Opportunities • & Risks • ID • Inquiry • Assessment of Risk • Corp. Resources • Strengths • Weaknesses • IR&D • Capability Evaluation of opportunity and resources necessary

  17. Strengths Weaknesses ¨ ¨ Opportunities Threats ¨ ¨ ¨ ¨ Strengths, Weaknesses, Opportunities, Threats….Business, engineering, decision making INTERNAL EXTERNAL

  18. Product Price Promotion Place Target Market Marketing Strategy Planning Process Narrowing down to a focused marketing strategy Performance Metrics Customers Targeting & Segmentation S. W. O. T. Company Positioning & Differentiation Competitors External Market Environment

  19. Five Industry Forces • Suppliers • 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 • Buyers • Buyer volume • Switching Costs • Information • Buyer Benefits • Price-sensitivity • Product Differences • Brand ID • Quality • Incentives • Industry Competitors • Fixed Costs • Product Differences • Brand Identity • Switching Costs • Information Complexity • Corporate Stakes • Exit barriers Factors to Consider

  20. Source: Adam Brandenburger and Barry Nalebuff, Co-opetition (New York: Currency Doubleday, 1996) Value Net Customers Firm Suppliers A player is your competitorwith respect to customers if customers value your productlesswhen they have the other player’s product as well 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 Competitors Complementors 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 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 The value net extends five forces to include more complicated supplier / competitor / customer relationships. It should also be quantified.

  21. Threat of New Entry Bargaining Power of Suppliers Rivalry Among Existing Competitors Bargaining Power of Customers Availability of Complements Threat of Substitutes Expanded Industry Analysis Government and Standards Politics

  22. Mission/Product Technology Matrix Present Product New Product Market Penetration Product Development Present Mission Market Development Diversification New Mission

  23. 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.

  24. Where do you start,and WHAT ???

  25. Network Growth 10 8 6 4 2 0 Bandwidth Nodes Circuits MUX’s/Phone Switches 1994 1997 2000 2003 2006 Class Project

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