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2/27/2012. . . . Revenue. Revenue Goal. GSA Growth. AnnualAwards. . . . . CLO Challenge! Get CEO and Senior Executives Involved. . New Opportunities Require New Ways of Thinking and Doing. Our past ways to success will not get us to the future but can be an albatross that blocks access to the future .
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1. 2/29/2012
2. 2/29/2012
3. 2/29/2012 CLO’s First Critical Role
4. 2/29/2012 The Meaning of Transformation
5. 2/29/2012 CREATE WHAT AN ORGANIZATION WANTS TO BE!
6. 2/29/2012
7. 2/29/2012 REASON FOR BEING
9. 2/29/2012
10. 2/29/2012 Governing Principles We will always adhere to Company’s core tenets.
We will always respond to the organizational learning requirements of our employees and business units.
We will always focus our resources on initiatives with the greatest benefits to organizational learning readiness.
We will always recognize and reward initiative that supports organizational learning readiness.
11. 2/29/2012
13. 2/29/2012
14. 2/29/2012 CLO’s Second Critical Role
15. 2/29/2012
16. 2/29/2012
17. 2/29/2012 Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
18. 2/29/2012 The focus of the P2M vision is in the goal congruence that the project management craft is the life blood of the company in becoming a Tier 1 player. Making sure CACI has a clearly articulated going in position is the function of elements involved in setting the stage.
In particular, the backbone is 3-D highlighted as competency profiling, i.e., knowing the knowledge, skills, and attributes critical to the P2M craft and the perceived gaps in competence.
Competency development and assessment are critical front end pieces that must be well established if the P2M Initiative is to have any punch or substance.
Once the setting the stage is in place, then the components can be meaningful rolled-out. This includes a learning curricula paced to the needs of the project-program-executive managers that are reinforced back on the job.
The other supporting infrastructure programmatic elements will be fleshed out and consensus reach as to their agreed upon structure. This includes all the nodes colored in green
Sustainability of the P2M Initiative is reinforced through mentoring, coaching, communities of practice, society/club functions and a well schemed CACI credentialing Initiative that puts CACI on the map as a truly premiere customer provider of choice.
By applying systems thinking, we insure that the P2M focused vision is constantly recalibrated for adaptability, flexibility and responsiveness.The focus of the P2M vision is in the goal congruence that the project management craft is the life blood of the company in becoming a Tier 1 player. Making sure CACI has a clearly articulated going in position is the function of elements involved in setting the stage.
In particular, the backbone is 3-D highlighted as competency profiling, i.e., knowing the knowledge, skills, and attributes critical to the P2M craft and the perceived gaps in competence.
Competency development and assessment are critical front end pieces that must be well established if the P2M Initiative is to have any punch or substance.
Once the setting the stage is in place, then the components can be meaningful rolled-out. This includes a learning curricula paced to the needs of the project-program-executive managers that are reinforced back on the job.
The other supporting infrastructure programmatic elements will be fleshed out and consensus reach as to their agreed upon structure. This includes all the nodes colored in green
Sustainability of the P2M Initiative is reinforced through mentoring, coaching, communities of practice, society/club functions and a well schemed CACI credentialing Initiative that puts CACI on the map as a truly premiere customer provider of choice.
By applying systems thinking, we insure that the P2M focused vision is constantly recalibrated for adaptability, flexibility and responsiveness.
19. 2/29/2012 Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
20. 2/29/2012 Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
21. 2/29/2012 Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
22. 2/29/2012 Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
23. 2/29/2012 Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
24. 2/29/2012 Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
25. 2/29/2012 Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
Need to build capacity in strategic job families if we are to reach our goal of being a $2B company by 2008.
Excellence in project management, program management and executive management constitutes the core to our future success.
If we continue to do what we currently do in being disconnected in all facets of P2M and do” training” the way we do, we may through acquisition be a $2B company by 2008 but not in operating effectiveness.
Certainly today we are doing some things such as beginning to support PMP certification and support organizational quality certifications (CMM-I, ISSO 9000) as well as providing training in project management and managerial leadership.
However, training is not tied to performance measures, is focused on comprehension only, and is disconnected to our career track, incentive system, promotional opportunities and professional & organizational certifications.
Next Generation of P2M is intended to connect the dots and build the craft of P2M through learning. Without learning, we will not achieve excellence. With learning being effectively applied through the P2M Initiative we can attain an increase in average EBIT of 6% or a profitability improvement of no less than $60M given even our current size.
Bottom line, P2M is the right thing to do to be perceived by the “customer” has their preferred/premiere choice for business support.
26. 2/29/2012
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28. 2/29/2012 Benefits of A CLO To a Company Produces a competitive edge
Brings to life organizational learning from a “concept” into reality which then generates greater long-term growth and a more sustainable revenue base than we currently can produce
EBIT will increase by 6% as an average across the company by 2009
Make acquisitions easier and more effective
Will increase the customer confidence level and improve customer/partner interface
Identify and resolve issues quicker as a “truly” adaptive organization
Helps new technology into our solutions at the right pacing level
Helps us promote our successes more effectively to our stakeholders
29. 2/29/2012 57% higher net sales per employee
37% higher growth profits per employee
20% higher ratio in market to book values.
Conclusion: “companies that invest more heavily in learning are more successful, more profitable and more highly valued on Wall Street.”
30. 2/29/2012 Weyerhaeuser: 24% increase in revenues with top 50 customers
Kodak: 16 to 1 ROI
Motorola: Incremental billion dollar revenues in China
Texas Instruments: from mid-industry to top of industry financial performance rankings plus dramatic stock price and p/e increases. Significantly higher ratings than industry on 1) % of employees who understand & have confidence in their business strategy, & 2) & of employees who have confidence in their leadership. 90% of participants state that their strategic thinking & business acumen increased
GM: 21% productivity improvement
IBM: $3.25 Billion revenue increase
31. 2/29/2012
32. 2/29/2012 Quotes “I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not strategies.” Larry Bossidy, CEO Allied Signal
"The most important investments we make to keep us ahead in an intensely competitive industry are in the training and education of our people.” - Sir Colin Marshall, Chairman, British Airways
“As you look at our growth projections over time, we’re going to need more and more leaders. Leadership is the biggest single constraint to our growth and it is the most critical business issue we face.” - Ralph S. Larsen, former Chairman & CEO, Johnson & Johnson
“Continuity of the big business enterprise is vital. Our society will not tolerate, and cannot afford to see, such wealth-producing resources jeopardized through lack of competent successors to today’s management.” - Peter F. Drucker
“The thing that wakes me up in the middle of the night is not what might happen to the economy or what our competitors might do next, it is worrying about whether we have the leadership talent to implement our new and more complex global strategies.” – David Whitwam, Chairman, President and CEO, Whirlpool Corporation
33. 2/29/2012 Summary
34. 2/29/2012
