Copyright © 2010, Decision Coaches, Inc. DECISION COACHES, INC. Specialists in Complex Decision...

Copyright © 2010, Decision Coaches, Inc.

DECISION COACHES, INC.Specialists in Complex Decision Making


Decision Coaches Win-Strategy™Decision Coaches Win-Strategy™“Introduction”“Introduction”

The innovative and powerful approach of a Decision Coaches Win-Strategy The innovative and powerful approach of a Decision Coaches Win-Strategy Workshop™ will transform your Win Strategy into a dynamic targeted plan Workshop™ will transform your Win Strategy into a dynamic targeted plan instead of just a deck of benign templates. In perusing the next ten slides instead of just a deck of benign templates. In perusing the next ten slides you’ll see why our customers win 80% of the time by proactively assessing the you’ll see why our customers win 80% of the time by proactively assessing the situation and outmaneuvering the competition.situation and outmaneuvering the competition.


Decision Coaches Win-Strategy™Decision Coaches Win-Strategy™“The Problem”“The Problem”

The toughest challenge in any win strategy effort is to identify meaningful The toughest challenge in any win strategy effort is to identify meaningful discriminators – not just discriminators you care about, but a contractor discriminators – not just discriminators you care about, but a contractor identity that the customer will value most when confronted with more than identity that the customer will value most when confronted with more than one compliant proposal.one compliant proposal.

Capable BD and capture Capable BD and capture personnel armed with their personnel armed with their capture processes can usually capture processes can usually achieve compliance – getting to achieve compliance – getting to the “red zone.” But, calling the the “red zone.” But, calling the play that gets you into the end play that gets you into the end zone (winning the award) zone (winning the award) consistently and predictably, consistently and predictably, requires something more.requires something more.

Award!Award!


Decision Coaches Win-Strategy™Decision Coaches Win-Strategy™“The Decision Coaches Advantage”“The Decision Coaches Advantage”

The Decision Coaches Win-Strategy Process™ gives you that something The Decision Coaches Win-Strategy Process™ gives you that something more…more…

• A A comprehensive view comprehensive view that lets you see it all at once - that lets you see it all at once - everything your customer everything your customer wants, needs and hopes forwants, needs and hopes for from from this procurement, not just what they’ve chosen to ask for.this procurement, not just what they’ve chosen to ask for.

• A A proven frameworkproven framework that will lead your team to surface that will lead your team to surface powerful, but powerful, but latent or unexpressed areas of differentiationlatent or unexpressed areas of differentiation for your Customer.for your Customer.

• The only The only scientifically validscientifically valid way to prioritize quantifiable way to prioritize quantifiable requirements against intangible considerations that lets you requirements against intangible considerations that lets you compare what you know with what you feelcompare what you know with what you feel ..

• A A fully documented decision-processfully documented decision-process that forces your team that forces your team to identify their biases, assumptions, conclusions and data-to identify their biases, assumptions, conclusions and data-sources.sources.

• A A fully software-enabled processfully software-enabled process that lets you that lets you instantly see instantly see changeschanges in your customer’s priorities, your competitive in your customer’s priorities, your competitive position, the importance of your actions as scenarios change position, the importance of your actions as scenarios change and new information becomes available.and new information becomes available.


Decision Coaches Win-Strategy™Decision Coaches Win-Strategy™“Understand the Mindset, Not Just the Requirements”“Understand the Mindset, Not Just the Requirements”

To find truly meaningful discriminators, your team must speculate the To find truly meaningful discriminators, your team must speculate the benefits that will matter to your customer if they were deliberating between benefits that will matter to your customer if they were deliberating between compliant proposals. Then, they can role play the trade-offs your customer compliant proposals. Then, they can role play the trade-offs your customer will make in choosing between them to capture your customer’s mindset. will make in choosing between them to capture your customer’s mindset. Decision Coaches leverages the latest, state-of-the-art methods to garner these Decision Coaches leverages the latest, state-of-the-art methods to garner these priorities. priorities.

Management DiscriminatorsManagement Discriminators• Management Structure/AlignmentManagement Structure/Alignment

• Trusted Program ManagerTrusted Program Manager

• UnderstandingUnderstanding

• Contractor IntegrityContractor Integrity

• One TeamOne Team

““Better to speculate and validate, than to estimate and hibernate.” Better to speculate and validate, than to estimate and hibernate.”

By assessing and analyzing the customer’s mindset, actions can be assigned to By assessing and analyzing the customer’s mindset, actions can be assigned to validate the mindset and condition the customer to your value proposition. validate the mindset and condition the customer to your value proposition.


Decision Coaches Win-Strategy™Decision Coaches Win-Strategy™“Consider Every Angle”“Consider Every Angle”

The first step in identifying powerful discriminators is to brainstorm the full, The first step in identifying powerful discriminators is to brainstorm the full, holistic set of possible benefits including: “what” your customer wants, “how” holistic set of possible benefits including: “what” your customer wants, “how” they want it supplied, “why” they want it, and “how much” they’re willing to they want it supplied, “why” they want it, and “how much” they’re willing to

give up to get it. This dialogue always give up to get it. This dialogue always surfaces new benefit possibilities especially surfaces new benefit possibilities especially

of the intangible and “unwritten” variety.of the intangible and “unwritten” variety.

Winning your customer’s preference in Winning your customer’s preference in any of these regards can always be any of these regards can always be

reflected in the evaluation criteria. Also, reflected in the evaluation criteria. Also, this dialogue reminds the team that this dialogue reminds the team that your your customer will appreciate a comprehensive customer will appreciate a comprehensive

value proposition. This avoids the all-too-value proposition. This avoids the all-too-common problem of fixating on one common problem of fixating on one

aspect, say technology, and forces your aspect, say technology, and forces your group to face all that they know group to face all that they know about about the customer.the customer.

““Better to consider all possibilities, than to fixate and be myopic .” Better to consider all possibilities, than to fixate and be myopic .”


Decision Coaches Win-Strategy™Decision Coaches Win-Strategy™“Avoid Drinking the Bathwater”“Avoid Drinking the Bathwater”

““Best to deliberate like the customer,Best to deliberate like the customer,than to rely solely on hot buttons.” than to rely solely on hot buttons.”

To avoid drinking your own bathwater, you have to think like your customer will think To avoid drinking your own bathwater, you have to think like your customer will think when they are in decision mode. When the pressure is on, they will probably operate a when they are in decision mode. When the pressure is on, they will probably operate a bit differently than the way they talked in your cordial meeting. Intangible bit differently than the way they talked in your cordial meeting. Intangible considerations may take on more importance. Quantifiable requirements may offer considerations may take on more importance. Quantifiable requirements may offer less room for discrimination.less room for discrimination.

The only scientifically proven method to prioritize both - the tangible and intangible – The only scientifically proven method to prioritize both - the tangible and intangible – and simulate your customer’s mindset is the Analytic Hierarchy Process (AHP). This and simulate your customer’s mindset is the Analytic Hierarchy Process (AHP). This state-of-the-art approach forces your team to ponder the incremental benefits the state-of-the-art approach forces your team to ponder the incremental benefits the

customer will value when customer will value when entertaining two competitive bids. entertaining two competitive bids. By comparing each combination at a By comparing each combination at a time (pairwise), relevant customer time (pairwise), relevant customer facts surface and are discussed that facts surface and are discussed that reveal new and complementary reveal new and complementary avenues of winning the customer’s avenues of winning the customer’s preference. preference.

ManagementManagementBenefitsBenefits

InnovationInnovationBenefitsBenefits

Copyright © 2010, Decision Coaches, Inc.88

The Decision Coaches Approach™The Decision Coaches Approach™“Understand the Mindset, Not Just the Requirements” “Understand the Mindset, Not Just the Requirements”

The pairwise tradeoff exercise generates a priority graph which indicates where the The pairwise tradeoff exercise generates a priority graph which indicates where the customer will value discrimination most. Remember, the assumption is that you are customer will value discrimination most. Remember, the assumption is that you are already compliant in all these regards. Therefore, if cost is lower on this list, it isalready compliant in all these regards. Therefore, if cost is lower on this list, it is

likely because cost doesn’t offer much likely because cost doesn’t offer much room for discrimination, but you still room for discrimination, but you still need to be within the competitive range. need to be within the competitive range. The team can now focus the action The team can now focus the action discussion on the areas of greatest discussion on the areas of greatest potential discrimination based on the potential discrimination based on the brainstormed list of possibilities that brainstormed list of possibilities that underlie each category. In a macro sense, underlie each category. In a macro sense, this construct reveals an insightful view this construct reveals an insightful view of the customer’s overall decision of the customer’s overall decision mindset as demonstrated in examples on mindset as demonstrated in examples on the next slide.the next slide.

““Best to act on what you know and feel,Best to act on what you know and feel,than to struggle for a deal.” than to struggle for a deal.”


Win-Strategy WorkshopWin-Strategy Workshop™™“Real Results – NG, Boeing, & L-3”“Real Results – NG, Boeing, & L-3”

PerformancePerformance

CostCost

The SituationThe Situation The ResultThe Result• Analysis: “Incumbentitis”Analysis: “Incumbentitis”• Action: Thorough Call PlanAction: Thorough Call Plan• Adapt: Revised Model & ActionsAdapt: Revised Model & Actions• A Win!A Win!

““Better to move early, than attempt to win with the prop.” Better to move early, than attempt to win with the prop.”

CostCost

PerformancePerformance

The SituationThe Situation The ResultThe Result• Analysis: “Commodity Mindset”Analysis: “Commodity Mindset”• Action: Low Cost ExerciseAction: Low Cost Exercise• RFP: Tech. Acceptable/Low CostRFP: Tech. Acceptable/Low Cost• A Win!A Win!

Aircraft PerformanceAircraft Performance

Innovative ElectronicsInnovative Electronics

The SituationThe Situation The ResultThe Result• Analysis: “Unexpected Perspective”Analysis: “Unexpected Perspective”• Action: Validate PerspectiveAction: Validate Perspective• Action: Sub & Prime Switch RolesAction: Sub & Prime Switch Roles• A Win!A Win!


Decision Coaches Win-Strategy™Decision Coaches Win-Strategy™““Perception is Reality”Perception is Reality”

To now understand your competitive position, your team must rate the To now understand your competitive position, your team must rate the customer’s current perceptions of the contractors in light of these potential customer’s current perceptions of the contractors in light of these potential means of discrimination. The result is that you gain an understanding of how means of discrimination. The result is that you gain an understanding of how you are perceived by your customer where it matters most – as opposed to the you are perceived by your customer where it matters most – as opposed to the attitude, “we have the technology.” attitude, “we have the technology.”

The GapsThe Gaps

Suddenly the critical Suddenly the critical strengths and weaknesses strengths and weaknesses become clear as perceived by become clear as perceived by the customer.the customer.

By assessing and analyzing your competitive position, targeted actions can be By assessing and analyzing your competitive position, targeted actions can be assigned to validate the perceptions, counter and correct perceptions where assigned to validate the perceptions, counter and correct perceptions where necessary, optimize your team, or even elect to no-bid. If bidding, the call necessary, optimize your team, or even elect to no-bid. If bidding, the call plans now have discreet focused objectives tied to winning. plans now have discreet focused objectives tied to winning.

““Better to sense and influence, than to read and reply.” Better to sense and influence, than to read and reply.”


The Competitive Ranking ResultThe Competitive Ranking Result

By combining customerBy combining customermindset and perception,mindset and perception,a competitive rankinga competitive rankingresults that is not basedresults that is not basedon just a SWAG.on just a SWAG.

Now the realNow the realplanning to makeplanning to makea difference cana difference canbegin becausebegin becausethere is athere is alogical basis.logical basis.

Decision Coaches Win-Strategy™Decision Coaches Win-Strategy™“It’s All Relative”“It’s All Relative”

Sure, every bidding contractor has a chance to win, but winningSure, every bidding contractor has a chance to win, but winning requires understanding fully your starting point and acting accordingly. requires understanding fully your starting point and acting accordingly.

““Better to be real and prevail, than be blind and behind.” Better to be real and prevail, than be blind and behind.”


Decision Coaches Win-Strategy™ Decision Coaches Win-Strategy™ “Action With A Purpose”“Action With A Purpose”

Action with a PurposeAction with a Purpose• Influencing the RFPInfluencing the RFP

• Teaming StrategyTeaming Strategy

• DiscriminatorsDiscriminators

• PositioningPositioning

• Call PlansCall Plans

““Better to calculate and dominate, than to grope and hope.”Better to calculate and dominate, than to grope and hope.”


Decision Coaches Win-Strategy™Decision Coaches Win-Strategy™“The Deliverable”“The Deliverable”

Decision Coaches is unmatched in combining Decision Coaches is unmatched in combining a structured process, professional facilitator, a structured process, professional facilitator, and analytic software aid to generate rational and analytic software aid to generate rational actionable win strategies that complement any actionable win strategies that complement any

capture process. The results emerge from capture process. The results emerge from collaboration by the team with the underlying collaboration by the team with the underlying rationale understood by all generating buy-in. rationale understood by all generating buy-in.

With at least one hard hitting Decision With at least one hard hitting Decision Coaches Win Strategy Workshop at the right Coaches Win Strategy Workshop at the right proactive juncture, our customers win 80% of proactive juncture, our customers win 80% of

the time. Our customers are left with a the time. Our customers are left with a dynamic deliverable that explains the situation dynamic deliverable that explains the situation

at hand and the rationale that drives action at hand and the rationale that drives action with a purpose - with a purpose - winning.winning.

““Better to take a stand and have a plan, than to stray and pray.” Better to take a stand and have a plan, than to stray and pray.”


Decision Coaches Win-StrategyDecision Coaches Win-Strategy™™“Value Throughout the Capture Life-cycle”“Value Throughout the Capture Life-cycle”

““Collaborate, validate, align, and act ahead of the competition”Collaborate, validate, align, and act ahead of the competition”Copyright © 2010, Decision Coaches, Inc.

• SpeculateSpeculateCustomer Mindset.Customer Mindset.

• Play Scenarios.Play Scenarios.

• Refine Customer Refine Customer Mindset.Mindset.

• Refine Competitive Refine Competitive Position.Position.

• Evaluate Teaming Evaluate Teaming Combinations.Combinations.

• Engage Subs.Engage Subs.

• Black Hat.Black Hat.

• Involve PropInvolve PropManager.Manager.

• Call PlanCall PlanObjectives.Objectives.

• Influence the RFP.Influence the RFP.

• Formative Themes.Formative Themes.

• Teaming Teaming Requirements.Requirements.

• Finalize Teaming.Finalize Teaming.

• Refine Themes.Refine Themes.

• Final Call Plan.Final Call Plan.

• Smooth Transition toSmooth Transition toProposal Team.Proposal Team.

• Capture PositioningCapture Positioning& Proposal Aligned.& Proposal Aligned.


Decision Coaches Win-StrategyDecision Coaches Win-Strategy™™“Rational Situation Assessment”“Rational Situation Assessment”

Comprehensive ViewComprehensive View

Scientifically ValidScientifically Valid

Reveal All Customer Wants, Reveal All Customer Wants, Needs, HopesNeeds, Hopes

Address Quantifiable Requirements Address Quantifiable Requirements & Intangible Considerations & Intangible Considerations

Force Recognition of Assumptions, Force Recognition of Assumptions, Biases, Conclusions, & Sources Biases, Conclusions, & Sources

Fully Software-Enabled ProcessFully Software-Enabled Process

AttributeAttribute BenefitBenefit

AssessmentAssessment AnalysisAnalysis ActionAction WIN!WIN!

Instantly See Impact of Changes Instantly See Impact of Changes in Assumptions & Actionsin Assumptions & Actions

Fully-Documented Decision ProcessFully-Documented Decision Process

Proven FrameworkProven FrameworkSurface Powerful Yet Latent Surface Powerful Yet Latent

Areas of DiscriminationAreas of Discrimination


Win-StrategyWin-Strategy

BrandBrandM&AM&A

R&DR&D

Market PlanMarket Plan

CompanyCompany

ResourcesResources

ProgramsPrograms

Which Markets?Which Markets?

Org. PlanOrg. Plan

Which Programs?Which Programs?

The Decision Coaches ApproachThe Decision Coaches Approach““Roadmap for Effective Decisions & Action”Roadmap for Effective Decisions & Action”

Bus. Unit PlanBus. Unit PlanBusinessBusiness

UnitUnit

Black HatBlack Hat

TeamingTeaming

Bid/No-BidBid/No-Bid

Objective FacilitatorsObjective Facilitators• Push the boundariesPush the boundaries• Challenge AssumptionsChallenge AssumptionsProcess Designed for Group InterplayProcess Designed for Group Interplay• Garner Priorities - Focus Garner Priorities - Focus • True CollaborationTrue Collaboration• Deep Understanding of ResultsDeep Understanding of ResultsSoftware-based Decision ToolSoftware-based Decision Tool• What ifs, Sensitivity AnalysisWhat ifs, Sensitivity Analysis• Comprehensive VisualsComprehensive Visuals• Thought LinkageThought LinkageResearch & ExperienceResearch & Experience• Comprehensive ConsiderationsComprehensive Considerations• Narrow the FocusNarrow the Focus

Gain InsightGain Insight Save TimeSave Time

Take ActionTake Action


Thomas Watson, Sr. - 1874-1956Image Credit: Yosuf Karsh

1717

“ ”Decision Coaches, Inc.Decision Coaches, Inc.

“Our Goal”“Our Goal”

The Decision Coaches vision is to The Decision Coaches vision is to help organizations leverage their help organizations leverage their often stove-piped knowledge to often stove-piped knowledge to address an increasingly complex address an increasingly complex world. Success will not come by world. Success will not come by chance nor by maintaining the chance nor by maintaining the status quo. Decision Coaches status quo. Decision Coaches techniques help your organization techniques help your organization avoid being collectively dumb with avoid being collectively dumb with a little timely, outside help. Our a little timely, outside help. Our approach is specifically designed to approach is specifically designed to avoid groupthink, but we do help a avoid groupthink, but we do help a group…well…group…well…thinkthink..

The people can be smart, but the institution can be dumb.The people can be smart, but the institution can be dumb.~ Alvin Toffler~ Alvin Toffler


Decision Coaches, Inc.Decision Coaches, Inc.6953 Penn Avenue6953 Penn Avenue

Pittsburgh, PA 15208Pittsburgh, PA 15208

412-916-1172412-916-1172steve.leonard@[email protected]

Win Strategy Short 1-4-2010.ppt

Decision Coaches, Inc.Decision Coaches, Inc.Contact InformationContact Information

Steve LeonardSteve LeonardVice President Sales & MarketingVice President Sales & Marketing

Copyright © 2010, Decision Coaches, Inc. DECISION COACHES, INC. Specialists in Complex Decision...

Documents

Transcript of Copyright © 2010, Decision Coaches, Inc. DECISION COACHES, INC. Specialists in Complex Decision...