Management Perspectives

Steve Trieber GMU April 22, 2004

Organizational Rules

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I will be accountable for my own actions and performance.

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I will evaluate the impact my decisions and actions have on others before moving ahead.

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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.

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I will be courteous and respectful of others, be prepared, and on time.

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I will resolve differences directly and quickly

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I will continue to learn and share my knowledge with others.

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I will support group and team decisions even if they are different than my own position. It is okay to agree to disagree.

Create Opportunity Treat Others Well Stand-up for your Team

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.

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

NG Corporation

Electronic Systems Information Technology Integrated Systems Ship Systems / Newport News Mission Systems Space Technology

2003E Revenue ~$6.1B

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Airborne Radars C 4 ISR Electronic Warfare Navigation & Guidance Military Space Homeland Security ~$4.7B ~$3.7B

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C 4 ISR

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Government IT Infrastructure

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Science & Technology Information Security/ Assurance Enterprise Solutions Homeland Security

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Tactical Aircraft Long Range Unmanned Airborne Early Warning & Surveillance

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Air-to-Ground Surveillance Airborne Jamming

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~$5.2B ~$3.9B Naval Systems Integrator

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Aircraft Carriers Attack Submarines

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Command, Control and Intelligence

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Digitized Battlefield ICBM Sys. Mgmt.

Surface Combatants

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Missile Defense BMC 3 Amphibious Assault Ships Auxiliary Ships

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Defense/Civil Software Application Dev.

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Information Warfare

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Homeland Security ~$2.5B

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Intelligence, Surveillance, Reconnaissance Laser Weapons Military SATCOM Scientific Satellites Military Avionics Cutting-edge Micro electronics

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NGIT, TASC Corporate Background

TASC

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37+ years supporting sensitive programs More than 3,800 employees

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>55 % with Advanced Degrees

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On-Site MS Programs: GW, George Mason, Old Dominion University >65 % with Active Top Secret Security Clearances.

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Headquartered in Chantilly, VA 2003:

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$770 M Revenue $1700 M Backlog 18% Growth

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SE&I & SETA Support to:

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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

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 15 Eng $2-3M 2004 60 Eng $15M 2005/6 100 Eng $30M

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

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.

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.

What answers you must have..

Before an investment or project will be started • Who ?

• What ?

• Why ?

• How Much ?

ENGINEERING MARKETING

Know your business Growth-share Where you stand in the Company

High Growth Slow Growth High Share Outstanding Performer Cash Cow Low Share Potential Stars Poor Performer

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.

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?

Decision Makers

TOP LEVEL MANAGERS MIDDLE-LEVEL MANAGERS OPERATIONAL-LEVEL EMPLOYEES

Management Strategic Framework

Environment & Trends

•Economic •Technical •Political •Community •Physical Consider Opportunities

Distinctive Competence

•Capabilities: • Financial • Management • Line organiz.

• Reputation •History

Opportunities & Risks

•ID •Inquiry •Assessment of Risk

Corp. Resources

•Strengths •Weaknesses •IR&D •Capability

Evaluation of opportunity and resources necessary

Strengths, Weaknesses, Opportunities, Threats….

Business, engineering, decision making

Strengths Weaknesses

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Opportunities

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Threats

Marketing Strategy Planning Process

Narrowing down to a focused marketing strategy

Customers

Company S.

W.

O.

T.

Targeting & Product Price Segmentation Target Market Positioning & Differentiation Promotion Place Competitors External Market Environment

Five Industry Forces

New Entrants

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Brand Identity

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Capital Requirements

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Proprietary Products

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Switching Costs

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Assess to Distribution

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learning Curve

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Access to Technology

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Lower-cost or higher quality Product design

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Gov’t policies

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Retaliation Suppliers

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Differentiation

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Supplier concentration

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Substitutes

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Importance

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Volume

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Costs

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Threat of Forward/ backward Integration Industry Competitors

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Fixed Costs

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Product Differences

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Brand Identity

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Switching Costs

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Information Complexity

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Corporate Stakes

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Exit barriers Substitutes

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Price

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Performance

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Switching Costs

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Buyer???

Buyers

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Buyer volume

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Switching Costs

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Information

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Buyer Benefits

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Price-sensitivity

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Product Differences

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Brand ID

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Quality

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Incentives

Factors to Consider

Value Net

Source: Adam Brandenburger and Barry Nalebuff,

Co-opetition

(New York: Currency Doubleday, 1996)

A player is your

competitor

with respect to customers if customers value your product

less

when they have the other player’s product as well Competitors Customers Firm 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 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 Suppliers 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.

Expanded Industry Analysis

Threat of New Entry Bargaining Power of Suppliers Rivalry Among Existing Competitors Threat of Substitutes Bargaining Power of Customers Availability of Complements

Government and Standards Politics

Mission/Product Technology Matrix

Present Mission New Mission Present Product Market Penetration Market Development New Product Product Development Diversification

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.

Where do you start, and WHAT ???

Class Project

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