My last column outlined six challenges that can hamper organic and strategic revenue growth in your organization. In this column, I have identified seven key concepts to facilitate the shift from an independent federation - or stovepipe - business development model to a strategic growth model.
Whether a company's structure is organizedaround sectors, business units, divisions or groups,most government contractors find that the independentfederation model is an effective structure forbusiness development ? to a point.
Business development teams often struggle to reach growth targets or achieve revenue quotas. It can seem as if you are just digging yourself into a ditch while workingharder to climb out.
Whether it is the integration of a recent acquisition or the new economic and political climate, change is in the wind, and business development professionals have to deal with it.
If an organization is moving beyond the strategy of farming organic growth, it might be ready to build a precapture strategy. Most begin by looking for an individual who can deliver new business, from qualify to win.
If you are asking yourself whether you would hire the same people for your business development team if you could do it over, something has gone wrong. It might be a miscommunication.
