Abraham_Claudia_Organizational_ Strategy_and_Analysis

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Situation Audit – Project 2 Dynamic Business Intelligence Resources LLC Organization Strategy and Analysis Situation Audit Project 2 Claudia Abraham MBA 610 1

Situation Audit – Project 2 Strategy and Objectives DBIR utilizes a business level strategy to deliver the best possible services to the client and obtain a competitive advantage in their niche market. They have set measurable goals and created a process to determine where they stand and what is required to achieve the goals of the organization. DBIR has effectively defined these business goals to gain a competitive advantage leveraging the businesses core competencies. The TDBIR organizational strategy is to assist clients or organizations to fill their gaps and enhance their current capabilities in the realm of data management and analytics. The organization is new and using a low cost/differentiation strategy which is the best approach while relationships are built, and the company creates a name from itself. The advantage of using this strategy is it offers unique services at low cost, which can build client loyalty and run on an adaptable business model. A risk of utilizing this hybrid business model is as the organization experiences growth they can get stuck between the two strategies. Another risk is the senior leadership team requires a large amount of compromise and multitasking between standing up the business, delivering a good quality service and naturing client relationships while managing personnel (Belyh, 2022). The organization does not have clearly defined objectives but requires further discussions to take place to provide a clearer vision of its overall path forward. I would suggest that because the organization is relatively young the following objectives should be taken into consideration. Brand awareness because the more people who are aware of the organizations’ capabilities the opportunities of course increase. Developing internal processes and standards can provide stability, consistency and reputation. Finally, build a scalable business model depending on multiple scenarios from workforce to workflow. DBIR does not have a fully developed business strategy and they are not currently using any balance score cards or key performance indicators (KPIs). However, the organization should evaluate 2

Situation Audit – Project 2 using balance score cards or KPIs as a performance tool early in the business. For example, if the organization decides to use balance score cards it will help the organization’s leadership and managers identify different types of measurements and together, clarify and understand the vision of the organization and translate that into measurable goals (Balanced Scorecard, 2009). KPIs are another tool that the organization should consider using as an internal overall strategy. When working on government contracts, this approach can be used to evaluate the overall success of the strategic initiatives. For example, when the organization must manage profit margins it introduces a benchmark KPI to measure the average profit across contracts and adjust where needed. This can inform the leadership of potential issues with contract pricing, performance and process issues. These KPIs can be extended to include KPI’s for individual business functions such as HR, operations, and finance. Strategy types and competitive advantages Dynamic Business Intelligence Resources (DBIR) mainly aligns with the business level strategy and low/cost differentiation framework. This strategy focuses on identifying clients’ needs and the necessary competencies it takes to provide an innovative and cost-effective service to the client. DBIR, being a young organization, can provide 1:1 interaction with the client. The organization conducts weekly meetings between senior leadership and stakeholders to identify roadblocks and realign service requirements for projects (Strategy, 2007). The objective of the weekly meetings with the clients is to evaluate current projects’ status, identify items pending approval, and ensure deliveries are on track. Furthermore, these meetings are to build trust in the business relationship and assess unexpected business opportunities. From these weekly meetings DBIR has been able to build advanced data models such the Program Objective Memorandum (POM) tool. This data model accurately projects the required amount of funding for 7 years for DOD organizations to present to Congress. Also, it can dynamically run scenarios based on presidential budget constraints. Utilizing this strategy of weekly 3

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Situation Audit – Project 2 meetings helped iterate the development of the tool and ensure the project remained on track and was tailored to the client’s unique methodologies and requirements. DBIR is primarily focused on building a brand and providing a high standard and regulatory services within the data infrastructure services with the limited sources they have. Following low cost/ differentiation method is the best approach to help the organization. Multiple changes are going to occur in the financial and operations areas as the organization grows. With this said, the leadership is managing to build a business, provide services and develop a product. The competitive advantages DBIR currently has come from different factors. Each one of the factors has provided a unique business approach that has helped the organization to start to win contracts. The factors that have successfully achieved organizational growth are the following: Senior leadership interaction DBIR is a new organization which provides opportunities for the owners to interact directly with the clients. The owners have already established a good reputation for many years when working with other organizations. This has positioned the organization to be known as trusted with good values and vitally knowledgeable in data management and integration specifically within the government community. Customizable integrated data solutions and Cost Saving DBIR provides full evaluation and analysis of current platforms to identify which systems can be deployed that the client has available to build the integrated solutions. This analysis helps DBIR create a product that will integrate with the tools the client already has without having to buy additional software or technology. This approach is intended to save costs for clients and use what they already have and 4

Situation Audit – Project 2 make efficient, effective tools to pull and integrate the necessary data to influence policy through data driven decisions. DBIR is constantly networking and gaining as much knowledge as possible about competitors and teaming partners to potentially work together in a partnership, JV or mentor protégé agreement. This has provided the organization with opportunities to have access to resources and skills that the organization does not have such as business development and technical writing resources (Core Competencies. 2019). For example, DBIR’s first contract was obtained by working with a competitor, a much bigger organization, that has an established business model, resources and skills. By working together, DBIR assisted the organization to win 3 large contracts. Because of the teaming agreement, DBIR can utilize their resources and the organization is utilizing the reputation that the owners of DBIR have already established. Organization Size and Structure Over the past three years, Dynamic Business Intelligence Resources (DBIR) has been working hard to win contracts. It started as a three-person operation. After winning their first DHA contract in October 2023 the organization is slowly building their work force by hiring two more employees. DBIR is currently serving one new client with a revenue of approximately $700,000.00. The services the organization is currently offering are database administration, analytics tool development, business management analysis and advance analytics. The organization does not have many resources available to help with the growth, but this has allowed them to be flexible by having a remote environment and splitting roles between multiple employees. The business is also able to be agile by outsourcing key business functions such as payroll and human resources and leveraging a more automated and powerful system. DBIR is currently working on developing relationships with other large organizations that are 5

Situation Audit – Project 2 currently in the same business line to identify efforts together to win more opportunities that are coming out in the future in the public sector. Structure Dynamic Business Intelligence Resources (DBIR) is considered a small business entity. Therefore, a centralized organization structure is being followed as the owners of the organization are responsible for the business operations and decision making. Centralized structure is the best approach for DBIR during the early years of the business. Some of the advantages of following this structure while the organization is growing are the following (UMGC , n. d. 2024). The decision-making process is at the executive level. This provides the owner an opportunity to become more comfortable when analyzing and determining strategic paths forward that may change the course of the business. Another advantage is that it provides an efficient operations process. Employees and management have a clear understanding of how the organization operates, what needs to be done when making decisions, and who to communicate with when those decisions need to be made. DBIR does not have a formalization structure, but they are currently working with an external human resource consulting to start the beginning stages building an employee handbook. The goal of the organization is to have policies, procedures, job descriptions, rules and regulations complete by the end of 2024. DBIR wants to build an organization that provides consistency and a clear understanding of the processes. A Tall organization structure is part of DBIR’s approach to create a business with many managerial layers. As the organization continues to grow the goal is to have control over the operations and create a managerial layer which involves program and project managers that support and provide direction to a few subordinates. One of DBIR’s primary goals is employee satisfaction. These structures 6

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Situation Audit – Project 2 provide more opportunities for promotion and a clear path in which the organization can design an adequate training and development program for its employees. Organization Chart 7

Situation Audit – Project 2 Critical Resources DBIR is still considered a small business therefore defining critical resources is still a work in progress. Resource Based View (RBV) is an approach that can help the organization to achieve competitive advantage by looking into the internal resources that the organization currently has. By analyzing the DBIR critical resources both approaches can be used to examine how the organization is using these critical resources to their full potential. The RBV approach identifies resources that are valuable, rare, inimitable and non-substitutable (Marvel. 2012). The Resource Dependence Theory examines the effect of the external resources of an organization such as vendors, clients and external partnerships. The organization was established three years ago but recently started working on building the business processes in October 2023. DBIR has managed to identify some critical resources that are going to be examined in detail including human resources, financial resources, technology resources and physical resources. Human Resources DBIR has a small number of employees, and each employee of the organization is valuable and has a different set of skills that have contributed to winning its first contract with DHA. These employes have brought valuable knowledge that can be applied when writing proposals, government pricing, establishing relationships with government employees, and data management knowledge. These talented employees provide outstanding client experiences. Financial Resources DBIR is a subcontractor under the small business category currently working with the prime contactor of a DHA project. DBIR recently received a two-year contract worth approximately $700,000 in 8

Situation Audit – Project 2 revenue per year of service. The system that is currently used by DBIR for financial services and reports is QuickBooks Pro (QBO) for accounting purposes. This system can originate DBIR’s profit and loss and the balance sheet, which are the two main financial statements. DBIR has opted out of the cash flow statement from QBO due to the amount of effort it requires, therefore the cash flow is completed in MS Excel. This process can potentially change depending on the growth of the organization as right now the organization is too small to put a large level of effort into the finances. The CFO provides updates to the cash flow in the weekly meetings and meets with accountants twice a year to review reconciliation, financial statement and cash flow. Technology Resources DBIR is currently using Microsoft office suite, adobe, power BI, tableau, SQL server, Jupiter, python, anaconda and SAS. MS SharePoint and One drive are used as document libraries to organize and store information with future plans to build an integrated employee portal. The other technologies are primarily used in project execution; however, the other tools can be used to build dashboards to measure organizational KPIs. The company has not invested in major online marketing campaigns, but it did invest in building a well-planned website. DBIR has not developed a technology plan, but the effort will depend on future opportunities that could define the direction the organization takes depending on the required technology. Physical Resources DBIR has few physical resources that includes bank accounts, line of credit, credit card, staff resources and a website. The organization plans to keep the cost low by reducing physical resources such as physical office space opting for a fully remote working environment. 9

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Situation Audit – Project 2 Reference: Marvel, M. R. (2012). Resource-based view. In Encyclopedia of New Venture Management (pp. 397-398). SAGE Publications, Inc., https://doi.org/10.4135/9781452218571 Belyh, A. (2022, December 2). What is business level strategy? definition, types, examples . FounderJar. https://www.founderjar.com/business-level-strategy/# Strategy. (2007). In Encyclopedia of Small Business (3rd ed., Vol. 2, pp. 1071-1073). Gale. https://link- gale-com.ezproxy.umgc.edu/apps/doc/CX2687200557/GVRL?u=umd_umuc&sid=bookmark- GVRL&xid=427396d6 Balanced Scorecard. (2009). In Encyclopedia of Management (6th ed., pp. 28-33). Gale. https://link-gale- com.ezproxy.umgc.edu/apps/doc/CX3273100021/GVRL?u=umd_umuc&sid=bookmark- GVRL&xid=7d604bf5 Core Competencies. (2019). In Encyclopedia of Management (8th ed., Vol. 1, pp. 201-204). Gale. https://link-gale-com.ezproxy.umgc.edu/apps/doc/CX7617900068/GVRL? u=umd_umuc&sid=bookmark-GVRL&xid=0f711d29 UMGC , n. d. (2024). Learning resource . Organizational Structure. https://leocontent.umgc.edu/content/scor/uncurated/mba/2218-mba610/learning-resourcelist/ organizational-structure.html?ou=916133 10

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