Corporate culture: The missing link to success

In the private sector, a significant amount of time is spent on bid/no-bid decisions. An in-depth analysis of the competitive picture, financial considerations, best strategies, personnel availability and many other key issues are usually considered.

But rarely, do we discuss corporate culture – ours or the prospective customer’s. A lack of understanding and alignment with a customer’s culture could be a major problem in achieving the results each party desires.

In the private sector, a bidding company’s corporate culture usually has a long life line and does not change frequently. Some external issues could contribute to change such as mergers and acquisitions or a fundamental change in business direction. The following are just a few examples.

In the 1950’s, General Electric began decentralization. In another major corporate shift, GE’s Jack Welch changed focus from manufacturing to financial services. In the 1980s and 90s, the computer industry moved emphasis from hardware delivery to services delivery. It continues in that direction to this day.

The following items (not all inclusive) are some of the cultural issues to be analyzed before bid submission:

• Is the customer looking for “arms and legs” to precisely follow their directions? Do they (or do you) tightly manage a project (micromanage)? If a supplier’s culture rewards and hires free thinkers, mini-entrepreneurs, or envelope-pushing talent, the program will probably be doomed by employee turnover or customer dissatisfaction. Conversely, if low-level talent is provided to a customer who expects and welcomes new approaches and ideas, problems could ensue.
• If your company’s focus is on serving a single customer set, federal, state or local, defense, or civilian, will it have an impact on program success if you are looking to change focus for a specific bid? In a minor way geographical location, where the work is to be performed, can enter into the review.
• How does the customer measure performance? Are they committed to a specific methodology such as ITIL, Microsoft Project, or if Veterans Affairs, PMSA. Can we perform well under the customer required measurement techniques? Do they spend sufficient time to discuss possible sub-par performance or do they issue many “cure” letters?
• Is the customer organization in a state of change, new political appointees, reorganization, beginning collaboration or consolidation? How will it affect service delivery?
• Does the customer insist on strict adherence to chain-of-command? Are decisions made in a timely manner? Will there be access to top management if needed to resolve issues?
• Does the customer have long running legacy systems? Is what we’re selling compatible with this culture?
• Can we turn down work that is not in our “sweet spot”? This is a two-edged sword. Many customers appreciate a contractor who can say no to requirements that will potentially produce unacceptable results. This is particularly true in task order type contracts.
• Does the customer embrace social media? Do they expect you to be part of their interest in this issue?
• What is this potential customer’s record on payment? Capital lock-up (waiting for payment) can be costly.
• Will loyalty to the agency and its mission be rewarded? There are agencies and customers who have a record of turnover on every contractual cycle. If you satisfy the basic contractual needs, will satisfying their wants and desires be welcomed and rewarded?

There are many more issues to be considered, but the first requirement is for a company to truly understand their own corporate culture. Does it really permeate the entire organization or is it only visible (and operative) in certain parts of the organization? Spending time to identify and understand your corporate culture is time well spent.