The strategy outlines a transition from supporting NASA contracts to focusing on Army contracts, beginning with a comprehensive analysis to understand key differences. For example, team members should identify distinct compliance requirements between NASA and Army contracts. Evaluating organizational capabilities helps in assessing readiness for this transition.
Recalibrating organizational focus involves reformulating mission statements and setting goals aligned with Army objectives. Building relationships with Army decision-makers and rebranding are crucial steps. For instance, redesigning marketing materials to appeal to the Army's culture enhances engagement and potential partnerships.
Execution and monitoring include implementing a detailed roadmap and regularly reviewing SWOT analysis. Feedback collection and real-time strategy adjustments ensure alignment and success throughout the transition process. Celebrating milestones maintains morale, while exploring long-term objectives secures ongoing Army contract achievements post-transition.
The strategies
⛳️ Strategy 1: Conduct a comprehensive analysis and establish a foundation
- Identify the key differences between NASA and Army contracts
- Conduct a market analysis to understand Army contract opportunities
- Assess current organisational capabilities and resources
- Develop a comprehensive SWOT analysis specific to Army contracts
- Align current mission and vision statements with Army objectives
- Determine potential barriers during the transition and mitigate them
- Evaluate existing relationships within the Army procurement space
- Review compliance requirements specific to Army contracts
- Create a knowledge repository for team reference
- Educate and train team members on the nuances of Army contracts
⛳️ Strategy 2: Recalibrate organisational focus and strategies
- Reformulate the mission and vision to align with Army contract objectives
- Identify new key priorities that support Army-centric goals
- Define strategic pillars that align with the Army’s mission and objectives
- Set measurable goals and objectives under each strategic pillar
- Design an initial 12-month roadmap for transition and execution
- Develop a communications plan for internal and external stakeholders
- Allocate a dedicated team to spearhead the transition
- Rebrand and reposition marketing materials to appeal to the Army
- Engage with Army decision-makers and influencers
- Evaluate and potentially restructure the organisational team composition
⛳️ Strategy 3: Execute and monitor the transition process
- Implement the 12-month transition roadmap
- Regularly review and revise the SWOT analysis as the transition progresses
- Monitor and evaluate progress against set goals and objectives
- Collect feedback from team members and stakeholders on the transition
- Host regular meetings to ensure team alignment and address issues
- Adjust strategies and action items based on real-time insights
- Celebrate and communicate crucial milestones achieved with the transition
- Prepare a comprehensive report at each phase of the transition
- Explore continuous improvement opportunities throughout the process
- Establish long-term objectives post-transition to sustain Army contract success
Bringing accountability to your strategy
It's one thing to have a plan, it's another to stick to it. We hope that the examples above will help you get started with your own strategy, but we also know that it's easy to get lost in the day-to-day effort.
That's why we built Tability: to help you track your progress, keep your team aligned, and make sure you're always moving in the right direction.
Give it a try and see how it can help you bring accountability to your strategy.
