Full Sail Partners Blog | Building Business (6)

Charles Darwin once said, “it is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” In the 21^st century, with constantly evolving technology and ever present social media, competition for the same resources has dramatically increased. Firms must adapt to their new environments or risk extinction. Change management, the approach used to prepare, equip and support individuals to successfully adopt change and thus drive organizational success, is vital to a firm’s continued existence.

Reasons for Change

So, in today’s environment, what are some reasons firms must change? Well, there are many different reasons change is necessary. It could be to improve productivity or the quality of products to meet customer demands. Perhaps change is necessary to reduce costs or increase revenue to keep up with the competition? Maybe revised processes are required due to the enactment of new policies or laws? Regardless of the reason, change is necessary and is a constant.

Overcome the Challenge of Change

Of course, often hearing the word “change” strikes fear in the hearts of many as an employee. It is inevitable that the rumor mills will begin and embellished stories will be passed around the firm. The best way to thwart the challenge of change is for leadership to be proactive using a change management strategy. Change management includes several key components:

• Clear vision from management
• A detailed action plan
• Transparency to minimize uncertainty
• Employee involvement
• Skills and resources provided for employees to handle the change
• Buy-in from employees

As long as these components are part of your firm’s change management plan, it is up your particular firm’s discretion to choose the method to handle the specific change required. If needed, there are several models available for review by firm leadership.

Change Management Models

Here are three change management models:

• The Eight Steps to Successful Change by John Kotter - begins by establishing a sense of urgency and ends with institutionalizing the change
• The Plan-Do-Check-Act Cycle by W. Edwards Deming - four steps
• Change Management Foundation - shaped like a pyramid with leadership at the top setting direction and people implementing change at the bottom 

Don’t Fear the Change

In the words of Winston Churchill, “to improve is to change, to be perfect is to change often.” Firms will spend years in pursuit of perfection as the world continues to evolve. However, with a change management strategy in place, your firm can continue to successfully tackle the unknown without fear.

The long-term success of a sports team cannot be determined by looking at just one factor. For a sports team to truly excel, it must triumph on many fronts. From scouting the best talent to strategizing offensive and defensive plays for cohesive team execution, the team manager must create a winning formula that, when utilized, brings continuous success for the team. This is also true for professional services firms, and finding the right formula for your team can become less of a guessing game with the tools available from Deltek. Let’s see how Deltek can help your firm knock it out of the park.

Winning the War for Talent

We all know that finding and attracting the best players for your team is a time-consuming process. Even more, tracking their training and development can be laborious. With Deltek Talent, however, professional services firms can easily overcome these challenges.

Deltek Talent provides a complete view of the entire human capital management process. From recruiting new talent to career development and employee performance management, Deltek Talent is a unified talent management solution designed to help your firm recruit and retain top talent. Using this Deltek tool, your team will be a group of all-stars.

Winning Repeat and New Business

Taking advantage of every opportunity and identifying every weakness in your opponent is how to win a game, and the same can be said for acquiring business in the professional services industry. Using Deltek CRM, your firm will gain visibility into the entire business development process, from prospect to opportunity to gaining the new business. Most importantly, presenting your winning solution in a compelling way to your key contacts is vital to setting your firm apart from the competition.

With Deltek CRM, you can access the actual past performance of similar projects you’re bidding on with the data stored within Deltek Vision and Deltek for Professional Services. This feature easily allows you to create proposals based on actual firm performance, and they are quick to produce with the proposal automation capabilities of Deltek CRM. Now, that’s a game changer.

Winning with Project Delivery

To build your game plan, you must first know who is available to play or whose injury would prevent the best performance. The same goes for project management in a professional services firm. Using Deltek Vision and Deltek for Professional Services, your firm will have the resource planning capabilities needed to ensure staff utilization is being maximized so that you are never blindsided in your projects. Even more, instant access to project metrics and performance data helps guarantee projects will stay on track.

Win with Deltek

In Moneyball: The Art of Winning an Unfair Game, by Michael Lewis, there is a Pete Palmer quote, “Managers tend to pick a strategy that is the least likely to fail, rather than to pick a strategy that is most efficient. The pain of looking bad is worse than the gain of making the best move.” Fortunately, professional services firms don’t need to play this guessing game when using Deltek tools. Let Deltek help your team find the right formula to win on all fronts. Wouldn’t you like to have the upper hand?

Many professional services organizations are under the false impression that proposal automation is not worth the investment. While copying and pasting previous Request for Proposal (RFP) submissions may seem expedient, it is not really the case as firms must tailor them to the unique needs of each new proposal. Let’s review a few reasons why proposal automation will benefit your firm if it is incorporated into the bidding process.

Firms Shouldn’t Depend on Previous RFP Content

Relying on past proposals as your content library is a bad move. Far too often, though, professional services firms fall into the trap of utilizing past RFPs in this way. There are a litany of reasons to avoid copying and pasting past proposal content:

• A higher rate of human error
• Past content typically contains other companies branding and imagery
• A generic approach leads to a generic response
• Lack of focus on the needs of the individual client

Proposal automation will eliminate human error. It will also create a consistent proposal format that contains details suited for each individual client and ensures proper branding.

Accurate Technical and Background Answers Are Necessary

Proposal teams can expect a list of common questions during the RFP process. RFP questionnaires typically contain background questions (founding date, partnerships, administrative information) and technical questions (performance KPIs, background details, etc.) As a result, copying previous proposals can lead to submitting inaccurate information.

With proposal automation, your firm can make sure that these frequently used answers are accurately reflected and are available for quick reference in your proposal content library.

Review Your Content!

Content reviews are an essential element in differentiating winners from losers. Your firm’s content library needs to be continually refined. Each piece of content should be relevant and error free. Additionally, your proposal team must be notified of pertinent changes so outdated content doesn’t spread into future proposals.

Using proposal automation, common content can be managed in a central location. Whoever is managing the content can ensure that the proposal team has only the most up to date information.

It should be evident now why proposal automation is worth the investment. Check out how Deltek Vision firms are implementing proposal automation to win more projects! 

You are having a great year, business is steadily growing and employees are happy. With continuing growth in mind, you acknowledge that to meet future workload needs, your firm should contemplate acquiring a similar firm. Therefore, it becomes time to think about Mergers & Acquisitions (M&A).

At the outset of the merger and acquisition process, you should address some important questions such as; will you be in need of a multi-company database and will the new acquisition require an integration as well as a new profit center?

If you leave these questions and others unanswered, it can affect the success of the M&A. The process may fall short of expectations leaving you wondering why you bought the firm in the first place. You must ensure that this doesn’t happen by focusing on the critical details and making the deal a success.

Why are Mergers and Acquisitions happening?

In 2015, M&A hit an all-time high in the A&E market, and it was predicted that the M&A rate would remain strong through 2016. According to Deloitte, “While 2016 may have started out at a tepid rate, October 2016 became the busiest month ever for domestic M&A with its unprecedented wave of transactions.”

In 2016, companies were motivated by low interest rates, resilient stock prices, solid employment and an abundance of cash. Additionally, a survey by KPMG found that companies wanting to solidify their position in their markets was the number one reason for deciding to buy another firm. So what were the results of the deals?

According to a survey done by Deloitte, most respondents said some of their 2015 and 2016 deals fell short of expectations. A key takeaway from this survey is that integration planning and due diligence ranked high on the list as areas of crucial importance in making successful deals. 

Even though not all deals performed as expected, companies are still excited. The M&A outlook is positive for 2017 with 75% of survey respondents anticipating that deals would increase and 64% anticipating those deals would be bigger! More companies say they have increased cash levels and intend to use their cash to strike more deals. Furthermore, 73% of respondents said divestiture was a major focus of 2017. 

How much is enough Due Diligence?

All too often, the due diligence phase does not uncover accounting practice differences and true project costs. Primarily, participants focus on the backlog, client relationships and project revenue. However, client systems may only show a small picture into the project lifecycle and not provide insight into work in progress, write offs, overruns and true project gains or losses. If a company does not allow enough time for this phase before the deal is done, resources may feel pressured to present a positive picture of the purchase and may not have adequate time and resources to show the complete picture.

Even more, it’s not just the numbers that need to be in line. Firm culture can cause a deal to collapse. Employees may react with concern for their future and not view the new company’s goals and missions as being their own. As a result, they often feel they are the new kid on the block, even though they may have been with their current company for 25 years.

For example, a Boston firm, where people go to work in suits, buys a Texas firm, where employees wear jeans and hunt on their lunch hour. Obviously, these are opposite cultures, and this needs to be addressed during the due diligence process rather than during the employee welcome or two months after the purchase is finalized.

Most employees just want to know they will be paid the same pay, have the same benefits or better, and can easily complete their daily functions with little interruption. Are files and drawings easy to store, move and retrieve electronically? Is the office in the middle of the desert with no internet or cell service, and if so, how will timesheets be submitted on time? Is the technology team ready to meet that challenge? These basic questions are often key factors to employee dissatisfaction and are easy to overlook without proper due diligence.

Lining Up the Right Players for Integration Planning

So who should be involved in the M&A and at what point? You need to make sure you are including individuals that can be your champions. These significant players must understand both the current company’s mission and the new company’s mission. Armed with this knowledge, they will be critical in the planning, execution and support of the new joint company. Keep in mind that there will be a learning curve on both sides. Systems are new, processes are new, and policies are new. If you can make the transition transparent and seamless to all parties, you will enjoy a more effective integration.

Avoid an Underperforming Merger and Acquisition

Be prepared as you begin the M&A process and focus on the critical details. The deal will be successful if both due diligence and integration planning are handled effectively. Have your key players do the proper research and get answers to crucial questions. Doing so will ensure that the firm being acquired, or being merged with, will suit the culture of your firm and that there will be a seamless transition. 

As the leaves change from a cool green to the burning hues of fall, you can almost hear the annual groan that emanates from marketing and business development departments everywhere as we ponder next year’s budgets. We’re feverishly cramming numbers into spreadsheets, struggling to get that final hit rate report from the ERP system, and perhaps even consulting with a local palm reader, all with the goal of accurately predicting the future - next year’s sales!

Review Your Professional Services Sales Vocabulary

Many of us in the professional services industry don’t approach our sales vocabulary as clearly as we should – or worse, it’s just that “s” word that nobody wants to talk about. Let’s quickly review some common numbers:

1. New Backlog. The rest of the world usually calls this number sales. It generally answers the question about the measured period, such as, how much NEW billable work did we book/contract/sell? You might sell the project one year, but could deliver it over several years.
2. Earned Revenue. This number values the work we actually did in the measured period, and is recognized as such, whether we billed for it or not. Learn more about earned value in this article.
3. Billings. This number is the total of all the invoices your firm sent in the measured period. Again, depending on how you count the beans, this number may or may not match Earned Revenue.

It’s imperative that that we clarify exactly which thing we’re budgeting. Most professional services firms have a theoretical limit to what they can deliver, based on staff size and utilization. But is there a limit to how much new work you can sell? Hmm.  

Mix Your Sales Sauce

Here’s the point – these numbers all work together, but marketing and business development departments are usually focused on “New Backlog” when discussing sales. So, where does New Backlog come from? It comes from the strategic combination of two variables: Stuff you sell and Clients. Your job is to figure out the best mix of these combos to achieve the firm’s overall growth plans. Easy right?

Let’s have a brief look at the different ways we can combine our New Backlog variables.

Combo 1 - Sell the same stuff to existing clients

Unless you offer bread, milk or toilet paper, this combo can only take you so far. If you sell a corporate headquarters design project to ACME, Inc., when will they buy the next one? Large retail rollout programs and compliance-required assessments/surveys/reviews are good exceptions to this challenge. Watch out for “better, faster, cheaper” competitors led by well-dressed daredevils focused on Combo 4.

Combo 2 - Sell the same stuff to new clients

We should always analyze how to position our core offerings to new clients – in new markets or new geographies. Most of us claim about 80% of our New Backlog is repeat work, so that means 20% has to come from this combo and Combo 4. Leverage your highly experienced professionals who like to build new relationships.

Combo 3 - Sell new stuff to existing clients

Maybe ACME, Inc. doesn’t need a corporate headquarters designed this year, but really needs help with a facilities management system. Here’s a little secret: Your existing clients trust you and would prefer to buy new stuff from you rather than from someone they don’t know. Build internal partnerships between your key relationship managers and the technical leader(s) of the new stuff. Watch out for experienced competitors focusing heavily on Combo 2.

Combo 4 - Sell new stuff to new clients

Break out the phone books and line up the cold calls! OK, that may be excessive, but this is definitely the final frontier in selling professional services. You’re convincing people who don’t know your firm to buy stuff for which you don’t have a track record. Totally possible, but not for the faint-hearted. This combo often requires strategic hires or acquisitions, which might be the only way to beat the competition in the other combos. You could get crazy and buy a new suit, but your competition in Combo 1 knows you’re coming.

Serving over Selling in Professional Services Industry

While we can’t completely avoid the annual budgeting process, we can look at it differently. You’re in the business of professionally serving others. Instead of simply looking for more projects, more offices, or more technical credentials, why not look for the best ways your firm can serve more people next year, and get paid for the value you created? Use the combinations above as a framework and correlate the targets for each to your firm’s overall strategic plan and annual business plan. Tada! Now you’ve got a growth target that everyone can embrace. Happy budgeting, and more importantly, happy serving!

Knowing how your AE firm compares to your peers is critical for evaluating the health of your business. Fortunately, regularly monitoring your firm’s performance doesn’t have to be a challenge for Deltek Vision users. In this article, we’ll take a quick look at the background of the AE Clarity study and introduce the Vision Performance Management (VPM) interactive dashboard.

What is the Deltek AE Clarity Study?

Each year, Deltek works in conjunction with the American Counsel of Engineering Companies (ACEC), ACEC Canada and the Society for Marketing Professional Services (SMPS) to gather and benchmark key performance metrics for the AE industry. The study draws from over 250,000 data points provided by 386 US and Canadian AE firms of every shape and size.

As the oldest and longest running study of its kind, Deltek AE Clarity report is the authoritative industry standard and the 37^th annual Deltek AE Clarity Study is out and available for download. This report is a comprehensive summary of performance results for 2015.  Additionally, these results include several key statistics that are easy to calculate and monitor, plus allows you to compare your firm’s performance against your industry peers.

How Can Your AE Firm Use the Results?

Having measurable insight into the key performance metrics of your firm plays a vital role in strategic planning and decision-making. The Clarity report shows a number of measurements, and all are important items to track. However, every firm should track several key measures regularly such as:

• Operating Net Profit on Net Revenue
• Utilization Rate
• Net Labor Multiplier
• Total Payroll Multiplier
• Overhead Rate
• Net Revenue per Employee

Some of these statistics can be calculated in Vision, but they are not encapsulated into one comprehensive report without extracting individual measurements into a summary table like Excel. However, the spreadsheet will need to be a manual update for ultimate presentation to firm stakeholders. Surely, there’s got to be an easier way, right?

Introducing Deltek Vision Performance Management

With Deltek VPM, these statistics incorporate easily into an interactive Vision Dashboard. As a result, executives can simply view these vital statistics on the screen and use built in filters to “slice and dice” the numbers as shown below.

But wait, there’s more! With VPM, you also have interactive graphs to monitor performance. These graphs allow users to transform rows and columns into bars and colors. VPM will also enable users to see performance using visual metrics. In other words, Vision Performance Management is more like Visual Performance Management as demonstrated below.

Start Monitoring Your AE Firm

Staying ahead of the competition requires knowing where your firm matches up in terms of these key performance indicators. Luckily, VPM allows Vision users to see where their firm stands on a regular basis.

Sales is a tough industry where success is measured by attaining goals and quotas. So why are some sales people more successful than others? The reality is, selling and buying are not completely an intellectual process and actually requires building an emotional relationship. In order for you to be a great seller, several of these personality traits should characterize you.

1. Visionary – Seeing the future and the big picture is a key to being successful in sales. More importantly, they do not allow where they are today to determine where they are going in the future.
2. Ambitious – Top sellers have personal drive and don’t wait for someone else to tell them to do something. They know there is no time to wait for the next opportunity to come along, but that they need to be actively seeking more opportunities.
3. Enthusiastic – It’s hard to sell anything if you’re not excited about the product. In fact, there might be some situations where your product is inferior to the competition. But if you’re more passionate about your product it’s more likely the buyer is going to be convinced to purchase from you.
4. Persistence – The length of a sales cycle is different for every product and other outside factors such as under-motivated decision makers. Top sellers are tenacious. They know how to stay top-of-mind with decision makers so that when they finally decide to move forward, they’re there to close the deal.
5. Conscientious – This is a personality trait used to describe a person that is efficient and well organized. Conscientious sales people are also motivated and able to keep moving forward after facing rejection.
6. Active Listener – It’s hard to know the challenges a client faces without them explaining them. An active listener helps drive the conversation so everyone involved is able to come to a mutual understanding about the challenge at hand. Therefore, great salespeople take the time to understand the challenge from the client’s perspective. They stay focused on the conversation and make notes  
7. Ask the Right Questions – There’s always multiple ways to ask a question, but choosing the right wording is critical to getting the right answer. “How’s business going?” will get a simple answer. Whereas, “What’s your biggest challenge this year?” can create a conversation.
8. Problem Solvers – Sales people are often called solution engineers and for good purpose. Sellers need to know how their product solves the problem or problems the client is facing. Additionally, they need to be able to demonstrate how the solution can solve a problem.
9. Assertive – When going through the sales process, sales people can become passive or overly aggressive. This is a huge mistake and can quickly dissuade a prospect. Assertive sales people use conversation to understand what’s going on so they know how to properly approach the situation to keep the sale process moving forward.
10. Create Value – There’s common saying about gifted sales peoples, “he/she could sell ice to an Eskimo.” In most terms, this means they are smooth talkers. However, what if the ice they are selling is perfectly shaped to build an igloo? Now the ice has more value to an Eskimo.

Which Traits of a Seller Do You Have?

It’s time to take your sales to the next level! Start selling more by first identifying the personality traits you already possess. Next, identify ways to improve on the traits you lack or need to hone. 

Garbage in, garbage out! Believe it or not, this is a real term in the field of computer science and it has an acronym, GIGO. More importantly, this theory can be applied to the data integrity in a client relationship management (CRM) software. Marketing decisions are only as good as the data used to make them. If the data in a CRM are incomplete and erroneous, developing strategic decisions becomes nearly impossible. In other words, it’s like throwing ideas at a wall and waiting to see what sticks. According to data experts, many businesses are struggling to maintain a CRM database with consistent and usable information about their clients. Look below to see what these experts have to say about client data integrity.

Let’s admit it, running a business has plenty of challenges. Why create more by overlooking the critical connections that support your business? Throughout my tenure as a business owner and entrepreneur, I have found three connections a business must have to reduce the challenges. These are connections with employees, clients, and technology. Let’s take a look at the importance of these three connections.

Connections with Employees

For starters, firms need to create a workforce that are driven to work hard and are enthusiastic about their jobs. To achieve this, employers must find ways to create connections with employees that shows them you see them as people, not just employees.

The easiest way to show an employees you see them as people is to engage them. For example, use meetings as a time to let everyone express their ideas. Ask for their opinions, and ask them to think critically about things. At the end of the meeting, people walk away feeling as if they contributed to the better good of the organization. For more about connecting employees, check out the “9 Ways to Connect with Employees” blog.       

Connections with Clients

For project-based firms, it’s important to connect with clients throughout the entire project lifecycle. Ponder this question. Have you ever completed a project for a client and you believe they are completely satisfied with your services, but find out later that they were not happy? Sometimes even a client you know may feel uncomfortable telling you something is bothering them. So how do you identify there is an issue?  

First, work with the client to setup expectations before a project starts. Secondly, continuously check-in with a client on a regular basis during the project lifecycle to manage expectations of the entire team. One of the best ways to do this is through an automated feedback process. Watch this vlog, “Client Connections – Create Unique Client Experiences” for more ideas about connecting with clients. 

Connections with Technology

Most if not all businesses use technology to support their operations. The question here is, how many different systems does a business use and how do they connect? In reality, they usually don’t seamlessly connect and share information. As a result, critical business data is stored in multiple systems, making it difficult for business leaders to make informed decisions.

For businesses to be successful, systems and applications must be in place to support all departments. Although each application is designed to support a specific function of the business, the data for these systems should start with a core ERP system and have the ability to connect to other critical systems. This allows for clear visibility throughout the entire organization. Interested to learn how you can connect to other external systems? Watch this vlog, “Systems Connections – Is Your Critical Technology Connected?” to learn more.    

Connecting It All Together

A project-based firm is so much more than the service they provide; rather, it is a network of connections that require special attention. It is important to connect and communicate with employees and clients in order to build a sturdy foundation for your business to grow from. Connecting with technology is equally as important, as doing so can maximize efficiency in operations while also providing an edge against competitors. Ensuring that these three critical connections are a priority is simultaneously ensuring your business will be successful.   

What is the lifeblood of your business? Some might say clients and others might say employees. I tend to agree with the latter. Every company needs employees that are enthusiastic about their job and care about the company. Additionally, employees need to bring excitement and drive every day they show up to work in order for companies to be competitive. But how can a boss or employer create driven workforce? Simply by connecting with their employees. Let’s take a look at ways to connect with employees so your company can thrive.

Nine Ways to Connect with Employees

1. Create Dialogue – The act of conversation in itself is a way to stay connected with employees. Far too often though, bosses find themselves leading conversations and doing most of the talking. As a result, employees are not engaged and the conversation is one-way. This doesn’t have to be the case. Whenever you are engaged in conversation with employees, it’s important to ask open ended questions to encourage employees to express their ideas and opinions.
2. Keep Your Ears Open – You have two ears and one mouth for a reason. This might sound cliché, but it’s still a good thought to keep in mind. In reality, many people don’t understand how to listen. A good listener remains patient, absorbs what other people are saying, and ask engaging questions for clarity. More importantly, some people express ideas better than others, but that doesn’t diminish the value of their ideas.
3. Give Ownership to Employees – I’m not saying give them actual ownership, although that could be appropriate at times. What I mean is to allow employees to own responsibilities and tasks within the organization. Give them the power to make decisions that truly affect their job and performance.  
4. Provide a Career Path – Words and actions are two different things. Telling an employee they are doing well and they have a promising career with the company sounds nice, but it lacks an actual roadmap or path to where they are going and how to get there. Instead, find out what the employee’s career goals are and figure out a way to get them there. Put this in writing, and include challenging responsibilities to drive their personal growth. Additionally, include clear milestones that allow the employee to see they are achieving their goals.
5. Educate Employees – Education doesn’t stop when you leave school and start a career. Even more, the skills we learned in school might not be exactly applicable to where your career path is going. Any company can train their employees, but how many of you educate your employee beyond their job responsibilities? Spend time educating about soft skills and even topics that help employees grow as a person. Investing in employee education provides a path to connect with your workforce. It also shows you care.
6. Provide Guidance to Employees – One of the best learning opportunities for employees come from their boss. Furthermore, bosses provide more than explicit knowledge; they also provide a great deal of tacit knowledge. Here’s the difference. Explicit knowledge is formalized and documented. Whereas, tacit knowledge is more situational based knowledge. This experienced based knowledge is hard to teach, but as a boss, you’re in the perfect place to teach this based on your past experiences by applying this knowledge to current situations. For more about knowledge sharing, check out this whitepaper.
7. Be Flexible with Employees – Technology has changed the way we work. The good thing about this is that many professional jobs can be accomplished from nearly anywhere with an internet connection. Additionally, these roles are no longer working from to 8:00 to 5:00, Monday through Friday and some days are longer than others are. Value your employee’s time and recognize the need for positive work to personal life balance. This allows you to connect with employees through trust, and that you know they will manage their responsibilities.
8. Honesty is the Best Policy – Honesty is a powerful personal characteristic to exemplify. In fact, honesty is a characteristic that most, if not all leadership guides list as a key characteristic of a good leader. The reason for this is employers that are honest build confidence and trust with employees.   
9. Always Remain Calm – Keep calm and connect with your employees. In other words, overreacting to stressful situations builds a wall between bosses and employees. By remaining calm and not screaming, employees find bosses more approachable and open minded.

Make It about the Employee

What this all boils down to is that employees want to be seen as people and to know that the company is invested into them. So in order to connect with employees, your goal should be to create a culture that empowers employees and shows you value them. After all, you want them to value the company as well.