Federal Compass - Waypoints

Lack of success, in addition to a lack of discipline and preparation, often compounds to create organizational fatigue around task order vehicles. Teams that are stretched thin and using cumbersome, antiquated tools and processes begin to view the volume and speed of task orders as something intimidating. This is not a BD team failure, it is an organizational failure and a by-product of teams lacking clear guidance on priorities. This growing frustration makes it easy to become dismissive and fall into a reactionary state.

A misconception in this market is that a large pipeline is often viewed as a healthy one. In reality, it is the composition of that pipeline and its downstream impact on resource availability that determines whether a pipeline is healthy. In the pursuit of achieving an arbitrary dollar amount, adherence to strategy can routinely be lost. This is often a trailing indicator that appears later in underwhelming evaluation results, or in wins that provide little long term enterprise value and may actively work against it. The hidden cost of chasing a number is the strain it places on two of the most essential and limited assets within a company. Time and resources.

How So Many Missed the Writing on the Wall

One of the most undeniable trends in the Federal contracting market over the past two decades has been the government’s continued adoption of task orders as the primary method for acquiring services. When taken in the aggregate, MAS, IDIQs, and GWACs have represented nearly all of the growth in major verticals within the market.

The difference between proactive and reactive is not intent, it is structure.

Proactive and reactive are buzzwords, things consultants say, but rarely do these words come in a context that makes sense. They are often discussed as abstract concepts, with no real conflict or gain fully described. And delivered as a critique that asks organizations to change for the sake of change, without understanding the return on that investment or the inherent risk.

The world of federal contracting is more competitive and more complicated than ever. Every day, federal contractors face a downpour of information: sprawling opportunity documents, daunting market analytics charts, and an ever-evolving network of agencies, potential teaming partners, and requirements. The challenge isn’t just accessing data- it’s making that data work for you without losing valuable time or your competitive edge.

Introduction

The Challenges of Fragmented Free Sources

While essential platforms like SAM.gov, GSA eBuy, and SeaPort provide foundational access to government opportunities, solely depending on these disparate sources, and managing your processes with tools like Excel, can put you at a disadvantage in the highly competitive federal marketplace.

When pursuing the next opportunity, it’s [of course] important to understand the competitive landscape—who are the major players? how entrenched is the incumbent contractor? The answer to these questions lies in two fundamental areas of research 1) human intelligence, and 2) data-driven market intelligence. The only way to paint a complete picture of the competition around any opportunity requires both elements and requires them to work in concert.

Perhaps you’ve just passed $1 million in revenue and are gearing up for continued success, or just turning on the lights. Either way, you’re part of a massive ecosystem of small businesses operating within the federal contracting market. While the government has created an attractive market for entrepreneurs and start-ups, success is dependent on your ability to conquer a steep and intimidating learning curve.

For those in our audience who own or hold the top position within a government contractor, think about the following statement. When you’re in the boardroom, do you have the information you need for accountability and transparency? If you own a smaller company, you might be forced into the fray and have intimate knowledge of your business. For those managing more substantial companies, fire drills and meetings consume your day and prevent you from acquiring the necessary visibility. From carrying the weight of the world on their shoulders to feeling like they are alone on an island; company owners and CEOs face unique challenges that require the right information. Do you have the decision intelligence you need to navigate through the tough choices?