© 2003, Decision Coaches Inc.
Who is Decision Coaches?
Decision Coaches, Inc. has a twelve year
history of helping clients such as IBM, Boeing,
and ADP make better strategic decisions.
Decision Coaches has developed a unique consulting approach
that enables true team collaboration and buy-in.
Our approach combines a skilled decision “coach”, a proven
methodology, and a proprietary software tool, AliahTHINK!™
v4.0, to consolidate the knowledge of the team and provide
actionable results.
Decision Coaches has optimized this approach to provide our
customers with:
 Winning Bids
 Winning Products
 Winning Strategies
© 2003, Decision Coaches Inc.
Harnessing the Team’s Knowledge
1 - A Decision Coach shepards a group
through value driven criteria that generate
a picture of the situation at hand.
2 - The group then makes small
judgments that when
aggregated reveal critical
success factors and the
essence of the situation.
3 - The data then populates common business
frameworks that lead to swift optimal decisions made
collaboratively by your team. Actions become clear
along with organizational buy-in and understanding.
© 2003, Decision Coaches Inc.
Notable History
In 1996 Boeing and Northrop Grumman used the approach to win the $5B
Wedgetail program. The approach was so powerful Boeing elected to
utilize the technique under an exclusive arrangement for 3 years.
“When the meeting is over everyone is in agreement. You have
reached consensus for the the decision. After two days we have a
team.”
“The action items that you need to do in order to win will surface
through the process.”
Bob Roe, Boeing Corporation
Since then the approach has been improved and refined in working with
the likes of BAE Systems, EG&G, ManTech, Veridian, and Northrop
Grumman.
“Produced out of the box thinking leading to innovative product
development while reaching group consensus.”
Lex Allen, EG&G
Recent engagements have been exclusively IT and services
Additionally, IBM deployed a variant of this approach worldwide in
support of new product development
© 2003, Decision Coaches Inc.
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Capture Plan
Process
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© 2003, Decision Coaches Inc.
Idea
Commercialization
Process
Execution Plans
Strategic Thinking
Process
Resource Allocation
Direction Setting
Decision Coaches’ Offering Overview
Capture Plan Process
Overview
Opportunity Screening
0
Win Strategy
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P-Win
P-Lose
Probability of Win = 65%
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© 2003, Decision Coaches Inc.
Opportunity Screening
Prioritized Segment
Needs
Market segments are prioritized
based on the combined fit with
segment needs and an organization’s
mission. These axis are defined by
multiple criteria of varying
importance. The criteria and their
weights are defined through a group
collaborative process that ensures:
1.
The resulting criteria are specific to
your business.
2.
The prioritization reflects your
specific situation at any given time.
Fit with Segment Needs
Select Your Segment Targets
© 2003, Decision Coaches Inc.
Fit with Organization’s Mission
Prioritized Mission Criteria
Opportunity Screening
Parlay Your Segment Focus Against Multiple Programs
Segments
Fit with Segment Needs
Segment B
Fit with Organization’s Mission
This approach prioritizes segments as
well as specific opportunities to pursue.
In the optimal scenario, the customer
selects a segment and builds a plan that
is leveraged across multiple programs
instead of building a compelling story
uniquely for each bid one at a time.
© 2003, Decision Coaches Inc.
Fit with Opportunity Needs
Segment B Programs
Fit with Organization’s Mission
Two Day Capture Plan Process
•
Event Goal – in two days a capture team including partners if
appropriate, can:
– Determine the Buying Criteria and starting position with the Customer
– Generate a base Pwin (Probability of Winning)
– Generate initiatives to increase Pwin
•
Day 1 Outputs:
– Determine the relative importance of the customer’s buying criteria
– Determine the team’s position against these criteria and against the
competition – gaps.
– Understand the balance of gaps that are advantages and the gaps that are
weaknesses.
•
Day 2 Outputs
– Prioritize the Market Drivers
– Generate a Justified Pwin
– Identify Initiatives to Increase Pwin
– Assign Task Responsibility
© 2003, Decision Coaches Inc.
Day 1 - Source Selection Factors & Requirements
Customer Analysis - Relative Importance
This graphic displays the team’s view of the relative importance of the
customer’s needs. Each criterion is defined in a detailed way as shown at
the bottom for the first criterion on the list.
© 2003, Decision Coaches Inc.
Day 1 - How Well Positioned Are You?
Customer Analysis Results
In this case, “your organization” is equal to or ahead of the competition in
all but one criterion. This is typical of incumbents.
© 2003, Decision Coaches Inc.
Day 1 - How Well Positioned Are You Really?
Customer Analysis Results
Your Organization .57
Competition
.51
Adding in the criteria weights reveals little difference between the
contractors. “Cost” levels the playing field despite having an advantage in 7
of the 8 criteria. Bidding requires identifying initiatives to increase Pwin.
© 2003, Decision Coaches Inc.
Day 2 - Capture Plan Analysis
Identify the Market Drivers
What is really driving each of the market players?
© 2003, Decision Coaches Inc.
Day 2 - Generating the Potential Pwin
Coach: “What action will the customer take based on the Cost driver?”
“… the customer will insist on a contract clause that limit overruns
to a maximum of 5%…”
“How does that make you feel about winning this business?”
Plose
Pwin
67%
33%
“What can you do to mitigate this situation?”
“…introduce an achievement metric that allows overruns consistent
with overachievement…”
“How do you now feel about winning this business relative to cost?”
Plose
Pwin
50%
50%
© 2003, Decision Coaches Inc.
Day 2 - Capture Plan Analysis
What is your overall probability of win?
The rigorous analysis of market players and drivers credibly quantifies
Pwin.
© 2003, Decision Coaches Inc.
Day 2 - Path to the Maximum Pwin
Base Pwin
57%
Initiatives
Initiative 1
Initiative 2
Initiative 3
Initiative 4
Maximum Pwin
71%
Contribution to
Increasing Pwin
6 Points
4 Points
3 Points
1 Point
Responsibility
John
Mary
Chuck
Bill
By identifying what the potential initiatives can do to increase Pwin, the
team now possesses a clear path to maximize the probability of winning
© 2003, Decision Coaches Inc.
Capture Planning Results
Remarkable success Rate
Because:
• The strategy and actions were derived from the team’s collective and
comprehensive knowledge. No more – we should have known better.
• The team made judgment calls and predicted scenario dynamics.
Consequently, black team and red team reviews become non-events.
• The basis of the strategy is well understood by all allowing the
customer interfaces and the ultimate proposal to reinforce the same
themes which infuses power, credibility, and confidence to the case.
• The team members galvanize around the result minimizing confusion
during execution.
Next Steps:
• Consider us for your next portfolio or pipeline prioritization, bid/nobid decision, or must win. You’ll be impressed.
© 2003, Decision Coaches Inc.
Contacting
Decision Coaches, Inc.
Steve Leonard, VP of Marketing & Sales
Decision Coaches, Inc.
6953 Penn Avenue
Pittsburgh, PA 15208
(412) 916-1172
Or [email protected]
© 2003, Decision Coaches Inc.