Tag Archives: governance

Case Study: Cracking the Execution Code at Compusearch Software Systems

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Compusearch  (now Unison) was a visionary company with visionary goals. But, as often happens with visionary companies, focus on a long-term strategy to revolutionize a market can mean that near-term execution and operationalization can suffer, creating barriers to growth.

In Compusearch’s case, the company had set out to transform how federal government agencies procure and contract for goods and services.

From its founding in 1983, the company used state-of-the-art software design and development to provide solutions that streamlined and automated key steps in government procurement, purchasing, and contract management.

In 2005, the company arrived at a strategic decision point. The company’s team of owner-operators decided to sell the company and retire. The new owner, private equity firm The Carlyle Group (Carlyle), saw immense potential in the company and its pedigree of quality innovation. 

But Carlyle also saw that the change in ownership was an ideal time to assess how the organization operated and to upgrade to more effective strategy execution and operations maturity. Maturing operations turned out to be essential to achieving the goal to double revenue and increase margins to realize a 4X return on invested capital within five years.

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How to get back on track when a project goes awry.

Storyboard blocks_v5_finalWhen a project goes awry  and no longer performing according to plan:

  • Assign a single capable person to serve as Project Manager (PM) responsible for the entire project through to completion if one is not already assigned or if the one assigned has proven ineffective.  The PM should be someone who has previously been successful in similar circumstances in terms of project scope, scale, and complexity.  If someone with requisite experience is not available to serve as PM then arrange for the experienced person to serve as a close adviser to the PM until a new plan is in place and performance relative to the new plan is on track.
  • Have the PM work with the client, the project team, management, and advisers to pull together a revised plan. Review the plan thoroughly with the PM, the project team, and with outside stakeholders, including the client, to be sure the path to completion, all the way through to client acceptance, is well formulated, understood, agreed to, and sensible.

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How to Aim High and Do Better with intelligent goal setting.

Bank Plan

Set goals to get the results you want base
Figure-1: Under Promise and Over Deliver

Bankers and investors want to know how things will turn out with a high degree of certainty in order to manage downside risk. Consequently, organizations that take professional money learn to conservatively state what they will accomplish to have a high probability of achieving plan ith intelligent goal setting. When actual results exceed plan there is cause for celebration as suggested by the under-promise and over-deliver lines graphed in Figure-1. Continue reading How to Aim High and Do Better with intelligent goal setting.