billion dollar win changing the context to improve stakeholder engagement
DESCRIPTION
How Dr. Charlie Pellerin helped a major bid team change the context of their relationship with NASA to secure a multi-billion dollar deal.TRANSCRIPT
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'Billion dollar win' - managing challenging stakeholders by shifting the contextIan Sharpe MAIPM CPPD PMP 0403 113 035 [email protected]
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Where we’re going today
• High performance in context• Matching proposal team cultures• Changing the context of a client relationship• Questions
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‘Team Social Context’...
… governs human behavior, and therefore team performance
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...it’s so powerful that it drives performance ...
… 75% of the time (Gilbert Model)
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... like iron filings are driven by magnetic force
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...your behaviour would clearly be differentin these different social contexts
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Challenger
Columbia
Hubble
Korean Airlines
Flawed team social contexts drive major failures...
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... Fukushima Daiichi – skills or context?
Final Failure Review Board’s findings:• Reflexive
obedience;• Reluctance to
question authority;
• Devotion to ‘sticking with the program;’
• Groupism;• Insularity
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... however the right social team context enables miracles
…“Failure is not an option”Gene KranzFlight Director, Apollo 13
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So how do we create the social context of a high performing team?
Changing individuals is hard and ‘one at a time’ ...
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... so we manage the ‘force’, not the ‘filings’to align and drive performance
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How do we break the seemingly “mysterious and immeasurable” core of high performance teams
and leaders into fundamental manageable parts?
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Deciding
Information
INTUITED
SENSED
LOGICALEMOTIONAL
First we need to understand what underpins rational behaviour ...
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INTUITED
SENSED
LOGICALEMOTIONAL
CULTIVATINGWe all need to feel appreciated
VISIONINGWe all need hopeful, realistic
futures
INCLUDINGWe all need to feel we belong
DIRECTING We all need the ability to meet
expectations
... then we name the four dimensions (4-D) as requirements to perform well ...
A deep human need is at the core of each Dimension - you must appropriately address all four in building any team
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DIRECTINGNo drama states in team
Everyone knows their partClear and achievable expectations
INTUITED
SENSED
LOGICALEMOTIONAL
CULTIVATINGMutual respect and enjoyable
workHigh trust
Willing and energised
collaboration
VISIONINGGrounded optimism
Sustained, effective creativityPerceiving ‘magical’ solutions
INCLUDINGAligned efficient action
‘We’ not ‘I’High trustworthiness and
efficiency
... define the context of a high performance team for each dimension...
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INTUITED
SENSED
LOGICALEMOTIONAL
CULTIVATINGMutual respect and enjoyable work
High trustWilling and energised collaboration
VISIONINGGrounded optimism
Sustained, effective creativityPerceiving ‘magical’ solutions
INCLUDINGAligned efficient action
‘We’ not ‘I’High trustworthiness and efficiency
DIRECTING No drama states in team
Everyone knows their partClear and achievable expectations
Expressing
authentic
appreciation
Addressing
shared interests
Expressing
reality-based
optimism
Being
Outcome
Focussed
Appropriately
including
others
Making and
keeping realistic
agreements
Resist blaming
and complaining
Clarifying roles,
accountability
and authority
... then set 8 key behaviours that are the strongest and simplest drivers of high performance
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Blue vs. Orange organisational cultures
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Inclusion
Values Vision
Organization/PowerDiagonal Challenge
Blue cultures meet experts’ needs
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Inclusion
Values Vision
Organization/Power
Diagonal Challenge
Orange cultures meet management’s needs
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Which dominates your work culture?
1) We grant ultimate power to:
Our technical “wizards” Our (hierarchal) management
2) Our working processes are:
Unstructured and free Rigorous and disciplined
3) Ultimately
Performance trumps budget Budget trumps performance
4) Our management and admin processes are:
Poorly documented and ad-
hocDocumented and disciplined
5) Our personal communications are:
Brutally frank Polite and tempered
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Proposal team culture matches in
competitions
If mismatched: under stress you will default to the habits of your culture and lose sight of your customer’s.
You can win when your proposal team’s culture matches your customer’s
You will not when you mismatch, if your competition matches them
You Customer
≠
=
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Hubble’s Successor TelescopeJames Webb Space Telescope
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Mr. Customer wants an 8 meter telescope for $500M. Hubble Space Telescope was 2.4 meters and cost $3B!His team is populated by the “best and brightest” scientists with “intellectual air superiority” in the Project. You really want to win so you put Mr. Manager, who recently completed an astronomical telescope on cost and schedule in charge. He selects experienced engineers for his team. Mr. Customer sees advanced technology as the only path to success. Conventional designs are “backups.” You “know better.” Proven approaches will win. Your team focuses in developing details that increasingly show the implausibility of the customer’s vision. Your competitor put a scientist with no hardware experience in charge. He is promoting risky, high-promise solutions. You are sure that these will not appeal to the customer and that he will choose your expensive conventional design.
(Visioning) Dimension)
(Visioning Dimension)
(Directing Dimension)
(Directing Dimension)
(Visioning)
(Directing Dimension)
(Visioning Dimension)
(Directing Dimension)
Is there any possibility that you will win this competition?
Cultural sanity check
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The proposal team prepares for orals
• The proposal team was preparing for their final
presentation to their customer and the manager asked for
help
• More than $1Billion on the line
• Loss seemed likely – tough competition; incumbent
• Charlie found himself on a telco with 20 people, most with no knowledge of 4-D Systems or the Context Shifting Worksheet (CSW)
• He explained the basic idea and had them each create a rough CSW
• They proceeded create competitive advantage by shifting the context, as follows
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5: DIRECTING DIMENSION
Any Drama-states you need to process and exit?
Any unclear Roles, Accountability, or Authority
statements or processes?
Situation you want to resolve:_______________________________________________________________________________________
• Outcome you are committed to realizing: __________________________________________________________________________
• Your “Red” limiting Story-lines:______________________________________________________________________________________
• Your “Green” empowering Story-lines: ______________________________________________________________________________
• Your experience & expression of emotions: _________________________________________________________________________
3: INCLUDING DIMENSION
Who needs to feel included, and how can you
ensure this?
What implicit or explicit agreements have you
broken that you must now process?
2: CULTIVATING DIMENSION
Who needs to feel appreciated, and how can you
ensure this?
What do they want that you can want for them
also?
4: VISIONING DIMENSION
What uncomfortable reality must you confront to
create the Outcome you want?
How Committed (in %) are you to realizing the
above Outcome?
We are in a tough $1B competition and must win
Our competitor is cheating, it’s hopeless. Social context management program success
??
Stop blaming the customer
Flow RAAs, to meet customer desires
Weakness in thermal ability ++
To Win Good contract, happy customer, sanityVictim
Anxious (Scared-group)
No one
Science results. Program success
None
100% to Customer & Project success
Their fair & open process
Missed some deadlines
Just us Management, their sponsors
Excited (Glad)
Shifting the context towards success
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What they then agreed to do:
1. Acknowledged about broken agreements in the past,
and what they were doing to avoid them re-occuring
2. Told the truth about the thermal shielding experience
challenge
3. Proposed a collaborative approach to address it
4. Defined what roles were seen as needed to ensure
accountability and to work together
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... and the result?
By teaching us how to understand our customer's mindset and then to authentically shape our offering in response, he helped us win three major competitive proposals
Greg Davidson, Director of Capture and Proposal Operations, Northrop Grumman Space Technology
worth $9 billion
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I’d like to keep our conversation going and hear more from you
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