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Promoting to the National Security Agency - A Case Study
DPC Technologies was founded in 1988 and by 1993 was a supplier of high performance knowledge technology product and services to the National Security Agency. At that point one of DPC's founders developed and implemented an aggressive plan to increase the corporate's footprint in the NSA. The goal was to become a trusted, reliable provider in all major teams at the NSA and increase DPC's standing as a main contractor.
Once researching on the market info relating to the NSA, a range of conclusions were reached:
NSA was a well funded technical leader within the Intelligence Community.
NSA required the IT and IA merchandise and services DPC offered.
High barriers to entry (clearances, security, tight technical specifications) created an chance for DPC.
The NSA shopping for patterns included opportunity for tiny business.
Strategic Plan
The strategic plan included eight steps:
Analysis and perceive the requirements and buying patterns of the program parts of the agency and Maryland Procurement Organization.
Unconditionally fulfill all commitments (never "walk away" from a drawback).
Utilize the most effective contract vehicles.
Hire experienced, effective sales and support personnel that had the right clearances and access to program elements.
Build a good recruiting organization that might provide personnel to meet NSA specifications.
Strengthen relationships with key prime contractors.
Proactively catch new business opportunities as solutions for agency requirements.
Revise the strategy to satisfy current conditions.
Performance Results
The arrange created immediate and important results. Revenue and profits doubled every year during the period 1994-98 and DPC became a well-known and respected provider in the key teams of NSA. In addition, DPC established itself as an vital partner and teaming member for the Ground Breaker Project.
The Path to Ground Breaker
Throughout the 1990's NSA determined that non mission crucial IT efforts might be higher managed through outsourcing. Since the non-mission vital IT needs of NSA were terribly giant, Ground Breaker became a significant effort. An integral part of the NSA Ground Breaker strategy was the use of the NSA existing talent pool of IT specialists already employed by the agency.
As a initial step, NSA introduced the "Soft Landing" concept as a manner to utilize existing NSA IT talent through industrial outsourcing vehicles. The Soft Landing concept allowed existing NSA IT personnel the flexibility to leave the agency and re-enter as a contracted employee. Since most NSA staff had a minimum of 30 years experience with NSA and government service, employee edges became an import issue within the bid analysis of bids for Soft Landing projects.
Soft Landing
There were a complete of seven Soft Landing awards and large prime contractors won the first two (DPC failed to initially bid) DPC won the following four opportunities and have become a recognized contractor for this effort. DPC's strategy was to bid each Soft Landing RFP primarily based upon a tailored profit program in addition to competitive prices. DPC additionally invested in support personnel to ease the transition to the commercial world for the new employees. Word unfold among the possible NSA employees that DPC was an enticing Soft Landing Contractor.
Interim Contracts
There were alternative, traditional contracts that DPC won in partnership with major prime contractors and, by the end of 1998, DPC was considered a valuable team mate for the Ground Breaker effort by a range of prime contractors.
Sale to Northrop Grumman and therefore the Eagle Alliance
In 1999, DPC was sold to Northrop Grumman Corporation. An necessary part of the transaction was the payment by DPC of over $1m in retention bonuses for key DPC employees. These individuals were instrumental in the winning strategy for the Eagle Alliance consortium as a vehicle for the awarded Ground Breaker contract.
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