Sequestration caused a lot of turmoil for organizations that
supported the Department of Defense including the one I work for. For years, we had more requests for our support
than our congressionally mandated authorization would allow us to accomplish.
In 2013, this changed as defense budgets flattened and priority on funding continuing
operations made other areas such as research and development and acquisition
particularly hard hit leaving us with less requests for support. As a result, we had more capacity than work
and had to examine our strategy to effectively compete in this changing and
uncertain environment. One of the first
things we did was to examine what we thought our strengths and weaknesses were
in relation to our competitors. In
addition to this, we hired a consulting firm to ask our customers what they
thought our strengths and weaknesses were in relation to our competitors. As suggested in the HBR excerpt on competitor
analysis, our own employees had a different view of what our customers
valued. This was a shock across the
company and led to an ongoing effort to realign our workforce and the work we
do to match what our customers’ value from our company. The realignment has been successful in that
we have targeted work in areas that our customers value our support most and
have trimmed work in areas that provide less customer value. This shift has led us back to the condition
where we have more requests for support than we can fulfill and more importantly,
our customers now feel they are receiving more value from the work we
perform. This was less about winning
more market share, since we are a not for profit corporation, however, it was
about maintaining relevance in a fiercely competitive market by understanding
and focusing on our relative strengths in relation to our competitors.
Harvard
Business Review, “Competitor Analysis: Understanding Your Opponent”, Marketer’s
Toolkit: 10 Strategies You Need to Succeed, 2006.
Ted Anderson, tbanders
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