Managing in the 21st century
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Managing in the 21 st Century. Professor Laurel Mitchell Jennifer Murnane, PhD Bellevue University Breakout Session # 218 Monday, July 19, 2010 2:30 pm – 3:45 pm. 1. Introduction.

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Managing in the 21 st Century

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Managing in the 21 st century

Managing in the 21st Century

Professor Laurel Mitchell

Jennifer Murnane, PhD

Bellevue University

Breakout Session # 218

Monday, July 19, 2010

2:30 pm – 3:45 pm




Laurel Mitchell Professor and Director of the Acquisition and Contract Management Program, Bellevue University

Jennifer Murnane Associate Vice President - Strategic Initiatives; Senior Research Associate - Bellevue University’s Human Capital Lab




Workforce Issues and Challenges

Human Capital


Skills and



Workforce issues

Workforce Issues

Contracting Irregularities



Time and Dollar Constraints

IDIQ type contracts

Other Issues?

Biggest hurdles

Biggest Hurdles

Not a top priority for senior leadership

Lack of understanding

Dollar amount and complexity of procurement

Number and capability of acquisition professionals

Other hurdles in your organization?

Senior leadership position

Senior Leadership Position

Congress, agency official and industry senior management need to be educated on the value of competent acquisition professionals

Given the scope and complexity of acquisition in government senior leadership needs to change

Why do you care

Why Do You Care?

  • 77 million

  • Baby Boomers Leaving

  • 44 million

  • GEN X available to



  • More money to manage, causing

  • resource deployment opportunities

Human capital investment

Human Capital Investment

Investing in initiatives supporting human capital and its development are critical for ALL organizations.

Human Capital: Attributes, life experience, knowledge, skills, inventiveness, energy, and enthusiasm that people invest in their work.

Managing in the 21st century

Opportunities to Bridge the Acquisition Skill and Knowledge Gap

Bridging the skills gap

Bridging the Skills Gap

Improved training

Creative use of resources


Bridging the knowledge gap

Bridging the Knowledge Gap

  • 2 Types of Knowledge:

  • Tacit knowledge

    • Important focus for organizations

    • Creating opportunities for greater development

  • Explicit knowledge

    • Formal aspect

    • Support tacit knowledge

Making tacit knowledge explicit

Making Tacit Knowledge Explicit

  • Use knowledge documents to support tacit knowledge transfer

  • (not just codification)

    • Lessons learned/forum discussions

    • Communities of practice

    • Wikis

    • Mentoring programs

Power of tacit knowledge transfer

Power of Tacit Knowledge Transfer

  • What key knowledge is most

  • critical to sustain your

  • organization?

  • - Not just skills, but leadership

  • competencies

  • How can it increase employee &

  • organizational performance?

Demands on acquisition workforce

Demands on Acquisition Workforce

The demands on the federal acquisition workforce have grown

Complexity of the federal acquisition system has also increased

Use of “inherently governmental” services FAR 7.503(c)(12)

Constraint vs. Opportunity

Benefits of human capital investment

Benefits of Human Capital Investment

Develop an engaged workforce

Build leadership pipeline

Creatively utilize resources to impact growth of your organizations

Think outside the box

Think Outside the Box

Think Outside the Box!

Workforce Issues & Challenges

Skills and Knowledge Development

Tacit Knowledge Cultivation & Transfer

Human Capital


Managing in the 21st century


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