{"id":13086,"date":"2016-03-10T17:21:35","date_gmt":"2016-03-10T17:21:35","guid":{"rendered":"https:\/\/one.sightlinemg.com\/federaltimes\/uncategorized\/2016\/03\/10\/benchmarking-silicon-valley\/"},"modified":"2026-08-08T04:37:17","modified_gmt":"2026-08-08T04:37:17","slug":"benchmarking-silicon-valley","status":"publish","type":"post","link":"https:\/\/one.sightlinemg.com\/federaltimes\/opinions\/2016\/03\/10\/benchmarking-silicon-valley\/","title":{"rendered":"Benchmarking Silicon Valley"},"content":{"rendered":"\n<p><span class=\"rte rte-comment\">Recently, m<\/span>\u200bMuch attention has been focused on the federal government\u2019s need to facilitate increased participation by the types of &#8220;innovative&#8221; and high-tech firms changing our traditional business models, society\u00a0and behaviors through new commercial applications and apparently new and successful ways of approaching problems. These new firms are seen to be leveraging existing or new technology, lowering costs\u00a0or &#8220;disrupting&#8221; current industry practices in product delivery and customer engagement. Government agencies are visiting these firms, asking for their involvement, and even putting satellite offices near them\u00a0with hopes perhaps of getting their ideas and approaches to somehow rub off and change today\u2019s seemingly archaic and inefficient government models.<br\/><br\/>This issue is most on display within government acquisition. The notion of 20-year fielding cycles for implementing new technologies affects not only the effectiveness of government services<span class=\"rte rte-comment\"> (which appear more and more disjointed from the rest of the economy)<\/span>\u200b, but could adversely affect the security of the nation itself. Many attempts by Congress to legislate improvement by moving program responsibilities around, defining specific solutions to specific requirements, and focusing on regulations may have unwittingly made today\u2019s system more complex, dispersed, confusing\u00a0and frustrating\u00a0than ever before.<br\/><br\/>Recent analysis by the undersecretary of defense (acquisition, technology, and logistics) attempted to quantify the additional cost of firms\u2019 business with the government as compared to the private sector. This included reviewing significant statutes, regulations, policies\u00a0and best practices. The results were surprising, and maybe a little disheartening.<br\/><br\/>Most methods of lowering government contractor costs are already available under existing authorities. While it could take one or more acts of Congress to improve the environment and maybe facilitate more private competition into government needs, much could be done under the much-maligned Federal Acquisition Regulation (FAR) as written today.<br\/><br\/>So why aren\u2019t these FAR flexibilities being taken advantage of? What holds government (and its contractors) back from trying these solutions out? Is it agency culture, fear of risk-taking, lack of sufficient (or any) project management or contract management? When did the government shift from world leadership in development and delivery of innovative technology and programs to questioning its abilities \u2014 and deferring, if not pleading, with industry to share its secrets of success? Has industry become better resourced and more cutting edge?\u00a0<br\/><br\/>Without the federal government, scientific and technological advances that created the Internet, put a man on the moon, and dramatically improved citizens\u2019 health \u2014 all while concurrently providing them a strong sense of national security \u2014 would not have been possible. Unfortunately, government budgets today don\u2019t have the effect they once did, and the progress in years past that occurred quickly when it counted \u2014 through innovative people and organizational structures within agencies \u2014 seems to have become more about compliance than results.\u00a0<br\/><br\/>Government acquisition improvement starts \u2014\u00a0and perhaps ends \u2014 in the human resources <span class=\"rte rte-comment\">HR <\/span>\u200bdepartment. It is not a matter of rules and regulations, but about truly professionalizing the workforce. This requires <span class=\"rte rte-comment\">permitting the profession to speak for itself, but also <\/span>\u200baddressing governmentwide HR deficiencies, including <span class=\"rte rte-comment\">from <\/span>\u200bhow professionals are recruited, defining what skillsets they bring before onboarding, changing the<span class=\"rte rte-comment\"> government<\/span>\u200b regulations that prevent managers from hiring or moving those they wish, and bolstering <span class=\"rte rte-comment\">the <\/span>\u200bpay, benefits\u00a0and performance plans<span class=\"rte rte-comment\"> they operate under once hired<\/span>\u200b.<br\/><br\/>As any manager, private or public, will say, &#8220;its all about the people.&#8221; Get the right leaders, staff\u00a0and organization, and the rest will take care of itself. The innovative culture respected in Silicon Valley is built on the people within it.\u00a0<br\/><br\/>Today\u2019s government contract managers operate under a culture opposite of the entrepreneurial spirit and noble service required to move the acquisition needle. Today\u2019s fixation on Silicon Valley firms and what they are doing right starts with who and how they bring people on. Lowering the cost of selling to the government is resolvable by the people working within it.\u00a0<br\/><br\/><em>Michael P. Fischetti is the Executive Director of the National Contract Management Association. His earlier federal career includes time at the Defense and Energy departments, and the General Services Administration.\u00a0<\/em><br\/><br\/><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Government leaders are turning to Silicon Valley for new ideas to run government acquisition, but do they already have the tools they need?<\/p>\n","protected":false},"author":7,"featured_media":37799,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_meta-robots-noindex":"","_yoast_wpseo_meta-robots-nofollow":"","_yoast_wpseo_canonical":"","_acf":"","_yoast_wpseo_primary_category":26,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","_smg_distribution_targets":[]},"categories":[77,15,26,28],"tags":[],"coauthors":[1805],"class_list":["post-13086","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-acquisition-smr","category-management","category-opinions","category-smr"],"acf":{"subheadline":"","legacy_arc_id":"2WOMO64UQBA4XLV7OEMSCMS6VU","arc_canonical_url":"\/opinions\/2016\/03\/10\/benchmarking-silicon-valley\/","remove_feature_photo":false,"is_sponsored":false,"subtype":"","redirect_url":"","disable_inline_ads":false,"native_logo_pretext":"Presented 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