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Posts Tagged ‘strategy’

GTSC on 2013 GovCon Re-Cap for GCW

Government Contracting Weekly hosted their 2013 re-cap of the significant events from the world of Federal contracting. On the panel were: Stan Soloway, President & CEO, PSC; Kristina Tanasichuk, Founder & CEO, Government Technology & Services Coalition; and Michael Fischetti, Executive Director, NCMA.

View the panel discussion here.

Benda, McNamara & Wilkinson join GTSC as Strategic Advisors

Washington, D.C. – October 31, 2013 – The Government Technology & Services Coalition (GTSC) announced today the addition of Paul Benda, former director of the Homeland Security Advanced Research Projects Agency (HSARPA) at the U.S. Department of Homeland Security (DHS) and partner and chief technology officer at GSIS; Jason McNamara, former chief of staff, Federal Emergency Management Agency (FEMA) and vice president of Obsidian Analysis, Inc.; and Molly Wilkinson, former general counsel to the Homeland Security and Government Affairs Committee in the United States Senate and senior vice president at Regions Financial Corporation, to its prestigious panel of Strategic Advisors.

“GTSC is honored to attract the support and intellectual capital of such distinguished and accomplished leaders in our community. Their advice, counsel and understanding of our federal partners’ missions contributes to a better working relationship between the public and private sector by increasing our mutual understanding,” said Kristina Tanasichuk, CEO of GTSC.

“After years at HSARPA, I am excited to join GTSC to help small, innovative firms understand the federal process, the keys to a successful strategy and why many firms with great ideas fail,” said Benda. As director of HSARPA, Benda managed a budget of nearly $450 million within the Science and Technology Directorate (S&T) of DHS. As chief of staff for S&T, Benda oversaw staffing, organizational plans, budget execution, and strategic plan development and implementation. Previously at the Pentagon Force Protection Agency, Benda oversaw the design, implementation, testing and commissioning of all security systems on the Pentagon Reservation and started his federal civilian career as a program manager at the Defense Advanced Research Projects Agency (DARPA).

“At FEMA we worked with numerous small businesses on response and recovery efforts and to improve communications, alert systems and other vital FEMA missions; I look forward to continuing to improve their success and increase their understanding of how the public and private sector can work together to further advance our nation’s preparedness, response and recovery,” said McNamara.

McNamara directly impacted FEMA’s transition toward emphasizing survivor outcomes and incorporation of the Whole Community in delivering response and recovery solutions while serving as administrator Craig Fugate’s chief of staff. His successes include developing the Sandy Recovery Improvement Act and the five-year reauthorization of the national flood insurance program. McNamara now directs the disaster recovery program area as well as services for state and local clients for Obsidian.

“I am excited and energized to re-engage with the small business community-particularly on behalf of the homeland and national security mission. I learned from years on the Hill and in the SBA that small companies really do provide a fresh take on age-old problems and that their insights can lead to tremendous cost savings and efficiencies,” said Wilkinson.

During her time on the Homeland Security and Government Affairs Committee in the United States Senate, Wilkinson played a critical role in getting the Federal Acquisition Institute Improvement Act through the committee. Before working on Capitol Hill, she spent time as chief of staff at the U.S. Small Business Administration (SBA), chief acquisition officer at the U.S. General Services Administration and associate deputy secretary for management at the U.S. Department of Labor. Her broad range of experience includes homeland security legislation, acquisition management and government relations. In 2009, she was awarded as a Federal 100 winner for improving SBA’s efficiency, including the Business Development Management Information System that allows small businesses to file online applications for 8(a) status.

A full list of GTSC’s board of strategic advisors, members and mentors is available at www.GTSCoalition.com.

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GTSC is a nonprofit, non-partisan 501(c)(6) association of companies that create, develop and implement solutions for the federal homeland and national security sector. Our mission is two-fold: first, to provide exceptional advocacy, capacity building, partnership opportunities and marketing in the Federal security space for small and mid-sized companies. Second, to support and assist our government partners achieve their critical missions with the highest integrity; best and most innovative technologies; and results-based, quality products and services to prevent, protect against, mitigate, respond to and recover from any terrorist attack or natural disaster. For more information on these mentors and the Government Technology & Services Coalition, please visit www.GTSCoalition.com.

For more information, please contact Kristina Tanasichuk, CEO, by phone or email: 703-201-7198 or [email protected].

Download this and other press releases here.

Cyber Security Insurance: Does Your Company Need It?

“Cybersecurity – A Special Report”…with newspaper headlines like this in the The Washington Post, cyber security is THE hot topic.  If your company uses a computer, credit card, checking account, files a tax return, employs smart phones, or uses iPads, your business is a target for losing intellectual property or becoming the vehicle for a cyber attack — with a huge financial loss as the result.

For individuals the theft or misuse of private information occurs daily.  Signals stolen while using public internet, misplaced cell phones, fishing attacks on home computers, and theft of personal computers happen throughout our society and result in long-term financial crisis.

Small Business owners face even greater obstacles from cyber attacks.  A recent National Small Business Association reported 44% of their 800 surveyed members had fallen victim to a digital break-in.  What are the steps we can take to help thwart these information criminals?  Solutions for both companies and individual citizens are very similar.

All business firms using the internet must have a strong risk management plan established and adhere to the rules in order to lessen the impact of cyber theft.  With the growth of cloud computing, use of smart phones and tablets, employees telecommuting, and digital information flowing outside the office, cyber attackers have many more access points.  The Federal Communication Commission (FCC) lays out guidelines to prevent cyber attacks.  Among their suggestions are:

  • Train employees in security principles.  Use strong passwords with expiration dates.
  • Protect information, computers and networks from cyber attacks.  Install fire wall security, the latest security software and web browsers.
  • Create a mobile device action plan.  Password protect devices, encrypt data, and install security apps and how to report lost or stolen equipment.
  • Make copies of all important data.  Store offsite or in the cloud.
  • Passwords and authentication.  Require unique passwords and change every three months.

Many businesses have the additional exposure of outsourcing data.  Many businesses share customer information with third parties who provide billing, payroll, and employee benefits.  Additionally, web hosting, HR services, and information technology services are frequently outsourced.  Despite this outsourcing exposure many businesses do not require third parties to cover costs associated with data breach in their contacts.  When using outside partners, what is the risk-management strategy they use to protect you against financial loss and reputation harm?

Because of the explosion in internet usage many companies are seeking contractual risk transfer and indemnification through insurance.  Starting in the early 1990’s insurance has changed to provide protection for cyber growth.  Today numerous insurance companies either provide stand-alone policies or add the protection with other coverages, such as Directors & Officers policies (D&O), Errors & Omission Policies (E&O), and Fiduciary Liability policies. An E&O policy is a type of professional liability typically issued to companies setting standards for them selves or other clients.  D&O liability coverage is designed to protect companies against their management decisions and covers directors, officers, staff and the organization itself.

Cyber Liability Policies should provide protection for both First Party and Third Party Claims.

First Party coverage includes:

  • Network and Information Security Liability
  • Communication and Media Liability
  • Regulatory Defense Exposure

Third Party coverage includes:

  • Crisis Management Event Exposures
  • Security Breach Remediation and Notification Expenses
  • Computer Program and Electronic Data Restoration Expenses
  • Computer Fraud
  • Funds Transfer Fraud
  • E-Commerce Extortion
  • Business Interruption and Additional Expenses

Cyber Insurance helps before the loss occurs by going through a thorough underwriting process to help highlight the potential risk exposures to be addressed.  Nevertheless, should the loss occur these policies help in determining the data leak, PR crisis, IT crisis, and the financial crisis.

The recommendation to combat today’s cyber threat involves risk management planning, assistance from third party partners, and insurance coverage to assist should a loss occur. For more cyber security tips, visit www.US-CERT.com. Learn about the FCC’s Small Business Cyber Planner here.

Mary Jordan, “CYBERSECURITY – A Special Report,” The Washington Post, Thursday, October 10, 2013

P Allen Haney

P. Allen Haney, President, P. Allen Haney Company

Mr. P. Allen Haney is a Strategic Advisor to the Government Technology & Services Coalition. He is also a trusted advisor to business owners and nonprofit executives, Allen Haney is best known for solving problems. His consul on employee benefits, executive compensation, and retirement planning routinely vitalizes the health and sustainability of closely held businesses and associations.

He is most appreciated for his all-inclusive, uncompromising commitment to expand client capacity by uncovering risks and opportunities hidden in blind spots. Read more about Mr. Haney here.

A Simple Tool For Employee Engagement

Employee SurveyEmployees are the foundation of your organization. You understand that their daily actions and behavior are a key factor in customer satisfaction, and the bottom line is employee action determines if you succeed or fail.

But did you realize that it is their underlying attitudes that are driving their behavior? Attitudes are habits of thought – personal views or opinions about something that are built over time. Habits can be changed, but only if you are actually aware of them and committed to understanding them.

How can you ensure that employee workplace attitudes are positive and continually improving? Start by becoming fully aware of the underlying attitudes of your employees at work. And how do you do that? Just ask!

Before you state all of the reasons why you can’t do an employee survey (it’s too time consuming, I don’t know how, nothing ever happens as a result, employees won’t respond honestly), I’d like you to shift your attitude towards the positive, and consider a few great reasons to conduct that employee survey:

  • It’s a cost-effective and simple tool that can quickly and easily identify what is working well in your organization. Highlighting opportunities for workplace improvements will lead to improved business results.
  • If you understand what motivates or stresses your workforce, you can work on the right things to keep them inspired, begin to alleviate some of the stressors, and better help them retain their best and brightest ideas at work.
  • It’s an opportunity to capture knowledge and great ideas from the line level about where the opportunities are, what the challenges are, and how to best implement your chosen strategies.
  • It’s easier (and cheaper) to show your employees that you are listening and acting on their opinions, needs and concerns, rather than waiting until they are walking out the door due to frustration.

So how do you get started, and how do you make sure the effort pays off? Here are a few tips on launching your own employee survey.

1. Ensure Leadership Commitment. Make sure that senior managers are committed to the survey initiative, and will devote the time and attention to follow up and take action on feedback received. Nothing kills employee morale and creates a negative attitude quicker than a lack of follow-through. This leads us to tip #2:

2. Scope Wisely. Choose topics that you are prepared and able to act upon. Don’t ask for opinions in areas that you have no intention of addressing. Why would you ask for ideas on strategy if it’s already set? Instead, you might ask for ideas on implementing that strategy.

3. Keep it Short and Targeted. The survey should take no more than 10-15 minutes to complete and should cover a specific area of focus – do you want to better understand aspects of your culture, or assess how people are working in teams? Do you want feedback about how to implement the new strategy, or understand what motivates your employees? Remember you can’t solve every problem in one initiative.

4. Act Ethically and Fairly. Make it clear that retribution will not be tolerated- you don’t want to create a culture of fear of speaking the truth. To reassure employees and increase the odds of getting honest feedback, keep the responses anonymous (use an online tool that only identifies by IP address or get a neutral party to analyze the data). Let people know how their responses will be used; we recommend that you tell people that their feedback will be anonymous but not confidential (meaning you will not share who said what, but you will share common themes that emerge from the data). It does no good to collect feedback that managers can’t act upon.

5. Show Gratitude. Genuinely thank people for their honest feedback, and let them know when they can expect a response, and what the process will be for dealing with results.

6. Follow up! Respond when you say you will, and keep employees updated on outcomes and actions that are being taken as a result. If you can’t take action, let them know why (who knows, they may have a solution that you hadn’t considered!)

View more resources for employee engagement here.
Mary-Claire Burick CEO MC Strategies

Mary-Claire Burick
CEO
MC Strategies

Mary-Claire Burick is a Strategic Advisor to the Government Technology & Services Coalition. She is the President & CEO of MC Strategy. MC Strategy works with the leaders at companies, nonprofits, and government agencies to build healthy and effective organizations to translate your vision into action by connecting employee action, resources, and processes to business strategies. 

Three Things You Must Know To Build Successful Strategic Partnerships

Earl Holland

Earl Holland, CEO, Growth Strategy Consultants & GTSC Strategic Advisor

The climate for small business opportunities has changed drastically in the federal market. Despite sequestration and budget cuts small businesses are seeing the largest set asides and competitive procurements in the history of federal contracting. To maximize success, we have found three critical components to a successful long-term strategic partnership.

With opportunities of such magnitude small businesses are changing their thinking on how to enter into, and capitalize on strategic relationships that go far beyond traditional teaming and subcontracting.  Many companies are choosing to enter into mentor/protégé programs and joint venture relationships to maximize chances of success. After many decades of experience forming lasting, long-term relationships for clients, we have found 3 key factors that contribute significantly to their success:

1.  Chemistry – What you put in is what you get out.
Successful relationships require research, reflection and thought to produce the type of chemistry necessary to initiate, execute and continue a long-term strategic relationship.  To find that chemistry, small companies must evaluate their potential partners’ values, ethics, principals and goals to find share areas and commonalities.  Additionally, the chemistry between executive stakeholders and management is also critical.  A conscious look at the management will provide insight into the style of communication and level of trust that can be expected throughout the relationship.  The closer these areas match, the better the ultimate match.

2.  Culture 

How a future manages their people and processes as well as interfaces with their customers is also critical.   The culture of each of the partner’s corporate environment will determine the synergy that can develop throughout the workforce.   Understanding, assessing and evaluating the culture in your potential partners’ firm gives you a good understanding of how easy it will be to implement processes and follow procedures when working with customers and on projects.  With good synergy, your day to day work will run smoothly and challenges in your relationship or with clients will be resolved more quickly and to mutual satisfaction. 

3.  Governance  

Forging these relationships can become a very complex task when integrating companies, people and processes that support customers. A strong governance structure that anticipates challenges, changes and conflicts helps to avoid future problems and helps both parties understand expectations, limitations and responsibilities.  I recommend that companies form a formal governance board or committee with representation from the executive suite, senior and mid-level management to develop the structure, lines of responsibilities and oversight of the joint activities and client interactions.

Whether you are considering a mentor/protégé program or developing a strategic alliance or joint venture, these three factors add significantly to your firms success.

Earl S. Holland III is CEO and President of Growth Strategy Consultants LLC. Mr. serves as a Strategic Advisor to the Government Technology & Services Coalition.  He is also Vice President of the Association of Strategic Alliances Professionals, Washington DC Chapter. Growth Strategy Consultants is management consulting firms located in Fairfax VA. They provide business to business consulting services and training to small and medium size businesses with an emphasis on Strategic Alliance Development.   www.Gstrategyc.com