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Management Perspectives

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I will be accountable for my own actions and performance. ... Amphibious Assault Ships. Auxiliary Ships. Command, Control and Intelligence ... – PowerPoint PPT presentation

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Title: Management Perspectives


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, SEI 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
Integrated Systems
Information Technology
Electronic Systems
Ship Systems / Newport News
Mission Systems
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
  • 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
  • C4ISR
  • Government IT Infrastructure
  • Science Technology
  • Information Security/ Assurance
  • Enterprise Solutions
  • Homeland Security

6
NGIT, TASC Corporate Background
TASC
  • 37 years supporting sensitive programs
  • More than 3,800 employees
  • gt55 with Advanced Degrees
  • On-Site MS Programs GW, George Mason, Old
    Dominion University
  • gt65 with Active Top Secret Security Clearances.
  • Headquartered in Chantilly, VA
  • 2003
  • 770 M Revenue
  • 1700 M Backlog
  • 18 Growth
  • SEI 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
  • SEI
  • Operations
  • Special Communications
  • Modeling and Simulation
  • DISA/WHCA
  • Air Force/TCM
  • Specialization Satellite Comm, Modeling and
    Simulation, Radio/Wireless Comm., Network
    Architecture, SEI

2001
2004
15 Eng 2-3M
60 Eng 15M
100 Eng 30M
2005/6
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
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
  • IRD
  • Capability

Evaluation of opportunity and resources necessary
17
Strengths, Weaknesses, Opportunities,
Threats.Business, engineering, decision making
INTERNAL
EXTERNAL
18
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
  • Govt 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
Value Net
Source Adam Brandenburger and Barry Nalebuff,
Co-opetition (New York Currency Doubleday,
1996)
Customers Firm Suppliers
A player is your complementor with respect to
customers if customers value your product more
when they have the other players product as well
A player is your competitor with respect to
customers if customers value your product less
when they have the other players product as well
Competitors
Complementors
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
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
The value net extends five forces to include more
complicated supplier / competitor / customer
relationships. It should also be quantified.
21
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
Class Project
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