Projects

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Commercial Projects

Scientific Healthcare Supplier Strategy

Future Business Planning

Organization Performance Initiative

Competency Modeling and Assessment

Conceptual Master Plan

Offset Project Study

International Manufacturing Study

Market Strength Study

Robotics And Systems Applications Study

Medical Products Study

Supplier Identification and Qualification Study

Aerospace Product Study

Scientific Healthcare Supplier Strategy

Company profile: A clinical and industrial laboratory supplies company.

1,357 technical personnel, with most having a technical degree at a master's level. The company is involved in various products, including diagnostic tests, microbiology, immunology/serology, histology, hematology, and chromatography. 

Participant Levels: President, CEO, Executive Vice Presidents, Leadership Team, and Directors.

Strategic business plan for a billion-dollar clinical and industrial laboratory supplies company; identified key business issues, conducted SBU business diagnostic, assessed current markets in terms of defining industry segments, analyzing customers, analyzing suppliers, analyzing competitors, analyzing emerging markets, and trends, including identifying and researching key trends and issues driving change within the industry and determining the potential impact on each SBU, summarized the competitive position of each SBU’s market position, competitive effectiveness, and prospects for the future, generated alternative strategic options for competing in the future, established the strategic direction of each SBU and integrated company strategy.

Future Business Planning

Company profile: A defense company. 12,000+ engineers and technical personnel. 

Winners of the Malcolm Baldrige National Quality Award. 

Participant Levels: Senior executives (president, CEO), executives (SBU VP), and managers.

Long-range strategic business plan for six strategic business units, including missiles, electro-optics, RF communications systems, computers and displays, information operations, and asset management tracking systems. Provided expert advice, assistance, guidance, and counseling to improve the performance, quality, timeliness, and efficiency of management and the organization overall in the area of strategic business planning and execution. 

This was achieved through the delivery of professional services in the form of consulting, process design, process management, support services, team training and development, high-performance work systems, and facilitation. 

Product deliverables were in the form of analyses relevant to strategic options for competing in the future, studies of current markets and emerging markets and trends, flow diagrams, project objectives, organizational redesign, key activities/exercises and content, and executive involvement, including leadership off-sites. The results are tied to the company’s long-term executable strategy (LRP), fully supported by financial models, investments and affordability bounding, opportunity-to-capability fit, NPV, cash flow, and a high-level strategic roadmap.

United States Federal Government

U.S. Naval Air Warfare Center

National Oceanic and Atmospheric Administration

National Institute of Standards and Technology

Naval Air Station (NAS)

NAWC Weapons Division

NAWC Test and Evaluation Center

U.S. Army III Corp

United States Coast Guard

U.S. Naval Air Warfare Center

Company profile: Naval Air Warfare Center, Weapons Division (NAWC/WD)

3,266 scientists, engineers, mathematicians, and technical personnel. 137 have a Ph.D., 463 have a technical master's, and 1,211 have a technical BS-BA. They have published 344 scientific articles and 15 books and have been awarded 58 distinguished awards. Additionally, they have been granted 153 patents, and another 197 applied for.

Participants included flag officers (Admirals), junior officers, SES, and GS-13 through GS-15.

The task was driven by our need to determine key critical success factors for competing in the future, analyze emerging markets and trends, identify drivers of change and their velocity, and understand the implications of this change on our business. The Naval Aviation Systems TEAM “Strategic Planning Process-Action Framework” model was used as a process flow diagram. To provide the tension and stretch, we used current, relevant business concepts to challenge old ways of thinking and introduce new ways of envisioning the future.

U.S. Army III Corp

Company profile: U.S. Army III Corps, Fort Hood, Texas.

Participant Levels: S-7 through GS-13, junior officers, and enlisted personnel.

Conducted comprehensive A-76 training to Independent Reviewing Officials, Contracting personnel, and persons who will be responsible for developing the MEO, GCE, PWS, etc. from the Directorate of Public Works, Directorate of Community Activities (DCA), Directorate of Information Management (DIM), Directorate of Installation Aviation (DIA), Directorate of Provost Marshals Office (DPMO), and Directorate of Resource Management (DRM). 

The courses encompassed the following outline: Collecting and developing workload data; Developing PWS, PRS, and QASP; Conducting Management Study (MS); Developing TPP and TP; Developing Source Selection Evaluation Criteria, Developing the SSP and SSP Workbooks; Developing the Independent Government Estimate (IGE); Conducting computer lab training utilizing the COMPARE software.