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The price of success vs. the cost of failure

“Uneasy is the head that wears the crown.”

Shakespeare most likely did not appreciate the timeless relevance when he wrote that line for his play Henry IV, Part 2.

When applied to business, the clairvoyance cannot be overstated.

Successful companies achieved their standing by being competitive in their respective markets. A recognized measure of business success is having the company become a part of the Dow Jones Industrial Average.  In 2021, there are no original companies left on the index, and many of these original companies haven’t been part of it for many years now.

There are several reasons for that. Some unfortunately failed to adopt disruptive technologies that would have maintained, and perhaps strengthened, their leadership position.  One of the lessons to be learned here is that companies can get left behind if they fail to innovate, leaving themselves vulnerable to more agile competitors who keep a pulse on disruptive technologies.  This is an everyday reality in the tech industry. Companies must innovate or succumb to the competition.

The defense industry is now facing a disruptive technology moment and looking directly at Silicon Valley for inspiration.  Within the Defense Department, the digital revolution is in full swing, with multiple new programs signifying a push for widespread adoption of commercial processes by defense contractors. The department is signaling that it is ready to push the envelope with commercial best practices and will no longer tolerate the “never enough time and money to do it right, but enough time and money to do it over” acquisition process.

Keep reading this article at: https://www.nationaldefensemagazine.org/articles/2021/2/24/the-price-of-success-vs-the-cost-of-failure

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A reminder of the key provisions of the FY21 National Defense Authorization Act

Each year, Congress presents us in Title VIII of the National Defense Authorization Act (NDAA) a potpourri of procurement reforms, changes, and additions.

Some are effective immediately, while some are bound for rulemaking and regulation and surface years from enactment.

Some require analyses, reports, and studies which have no immediate impact but provide a roadmap that can and should be used by government contractors in their business planning.

Finally, some provisions of the NDAAs just wither away and have no impact whatsoever.

Nineteen days before the Trump Administration ended, the U.S. Senate followed the U.S. House of Representatives in overriding the President’s veto of the William (Mac) Thornberry National Defense Authorization Act for Fiscal Year 2021 (H.R. 6395) (FY2021 NDAA), making it law on January 1, 2021.  As for its Title VIII, the FY2021 NDAA is no different from its predecessors in its procurement potpourri.

Here’s a tour of key provisions you oughta know.

Keep reading this article at: https://www.jdsupra.com/legalnews/here-to-remind-you-of-the-key-2306320/

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Making best-in-class contracts better for innovation

In recent years, federal acquisition policy and practice has been a competition between two different priorities: Efficiency and innovation.

Instead of balancing these priorities, innovation has taken the backseat, denying agencies access to companies that can deliver transformational solutions.

The Office of Management and Budget and the General Services Administration have an opportunity to implement several straightforward changes that can address these competing priorities.

A recent report from the Government Accountability Office provided several recommendations for OMB and GSA to improve their category management initiative, which oversees efforts such as the best-in-class contracts (BIC). While most of the GAO recommendations focused on improving guidance around category management, better defining requirements, acquisition workforce training and cost savings, what was left unaddressed was how OMB and GSA can improve the most important outcomes — delivering the best and most innovative product and service solutions to agency customers and citizens.

Category management has pushed government agencies to buy more like a single enterprise. This focus has prioritized driving savings and efficiency by eliminating redundancy by developing more useful governmentwide acquisition contracts (GWACs), such as BICs. However, having a too narrow focus on streamlining and scale sacrifices the more important priority of attracting more innovative, non-traditional companies to the federal market. That focus — long championed by organizations like the Alliance for Digital Innovation — has pushed the government to leverage inventive acquisition authorities, prioritize commercial capabilities over onerous and restrictive requirements, and encourage speed in both the pilot and production phases of IT acquisition.

Keep reading this article at: https://federalnewsnetwork.com/commentary/2020/12/making-best-in-class-contracts-better-for-innovation/

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Navy seeing ‘explosion’ in use of OTA for IT, cyber development work

The last several years of Defense spending have a seen a more than seven-fold increase in the amount of money being spent through other transaction agreements for technology development. And although the Navy has been a relative latecomer to OTAs compared to its sister services, the approach is taking off in a big way in the areas of information technology and cybersecurity.

In August, the Navy announced it was increasing the ceiling value for its Information Warfare Research Project OTA to $500 million after having exhausted its initial $100 million ceiling in just a little over a year-and-a-half.  Meanwhile, last month, officials announced the project’s first three programs to have moved from prototypes to full-blown production systems.

“It’s been a very large success.  We’ve been able to promote this, both internally and with our sponsors to identify requirements that fit our rapid prototyping construct, ultimately with the goal of getting things into the warfighters’ hands quicker than in other contract strategy approaches,” Kevin Charlow, the chairman of the IWRP Executive Steering Group and deputy executive director of Naval Information Warfare Center-Atlantic said in a recent interview for Federal News Network’s On DoD.   “As we continue to identify new requirements and as the word gets out, and people get more comfortable using this type of vehicle, the available ceiling has been used up. So we’re pleased about that and we’re looking forward to the future.”

Keep reading this article at: https://federalnewsnetwork.com/on-dod/2020/11/navy-seeing-explosion-in-use-of-ota-for-it-cyber-development-work/

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Staffing government procurement in the 21st century

In America’s public and private sectors today, just about everything which has not yet become digital is well along its way toward becoming so.

Retail, healthcare, manufacturing, logistics, social services, defense and even agriculture, have all become dependent on streams of data for their managers to analyze and use in making decisions — decisions that typically turn out better than those based on past experience, intuition or seat-of-the-pants reckoning alone.

That can be a good thing.

But for long-serving members of the workforce, it’s also an uncomfortable change. Back when veteran employees began their careers, data was the province of IT departments, and it didn’t have that much to do with the organization’s routine operations.

Now it does.

Keep reading this article at: https://www.federaltimes.com/thought-leadership/2020/10/16/staffing-government-procurement-in-the-21st-century/

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