If your organization doesn't have a formal and proactive ethics and compliance program, now is the time to establish one. It's not a matter of whether you trust your employees to do the right thing. It is a matter of educating them so they will know expected ethical behavior.
While crises can't be predicted, planning and preparation can make the difference between coming out on top or going under.
The question of which functions can or should be performed by federal contractors has been the focus of increasing debate, including two congressional hearings held in early March. The issues involved are complex but timely.
A recent Input Inc. report shows that state and local purchases under GSA's IT schedules grew to $361.2 million in 2007, a marked increase compared to 2006. Inputprojects sales under cooperative purchasing to continue to grow at a compound annual rate of 24.6 percent, surpassing $1 billion by 2012.
One of the most disturbing trends in Washington has been the contentious, overly partisan environment in which too many congressional hearings seem more focused onassessing blame than finding solutions.
Small government contractors are frequently afforded the opportunity to bid on set-aside contracts. This allows for a faster growth curve and in some cases may be the only way to enter a market dominated by larger, entrenched competitors.
After a couple of weeks of negotiations between a seller and buyer of a company, the parties enter into a final letter of intent.
The traditional adage that timing is everything is equally applicable to an owner's decision to sell or exit from his or her business.
A common business strategy in the federal market is tostart as a small business, taking advantage of the socioeconomicpolicy that requires large businesses to subcontractto small, disadvantaged businesses andagencies to award 23 percent of their prime contracts to them.
Let's face it: GSA got rocked in 2007. ... Yet ... I predict this year will be different.