Mastering the Craft

Program Manager, July, 2000 by Janice M. Menker, Karen M.S. Hiltz

Includes Interview with Deidre A. Lee, Defense Procurement Director and Former OFPP Administrator

Dulled in many directions, those of us who are federal government contracting professionals and our industry counterparts struggle to maintain technical excellence in our chosen profession and still provide quality service to our customers. Our business is complex and changing daily As we move into the 21st century the Information Technology (IT) profession is increasingly becoming the profession of choice for our current and future workforce. The perceived level of importance of the IT profession has likewise been elevated and is reflected by the salaries, benefits, and flexibility being offered to those who enter its ranks.

Within the federal government, the acquisition and contracting professional has often been the target of criticism - sometimes deserved yet often unfounded, and in many instances at political expediency Yet we, as business professionals, adapt and frequently even excel in the face of adversity! We adapt because we are professionals - experts in the technical science of contracting, but also experts in the art of crafting business arrangements. However, is the same degree of respect and perceived level of importance accorded our particular field of expertise? Is our contracting and business expertise any less professional than the IT engineer?

Who can recall the last award given for the "Outstanding Contract Solution?" We, the authors, have often struggled with the criticisms and observations about the practice of our craft and discussed the business practice of today in the context of our own personal experiences. And in doing so, we discovered an interesting concept.

"Business Broker"

While attending a presentation by Deidre A. Lee, former Administrator, Office of Federal Procurement Policy (OFPP) on the future of the contracting professional, one concept emerged from her remarks that aroused our curiosity. Repeatedly, she used the term "Business Broker." Our interest piqued, we wanted to know more.

* Who was this person - the Business Broker?

* What will be the focus of the position?

* How does a Business Broker differ from a Contracts Specialist or a Contracting Officer?

* What will this person do differently?

* What job series will this become?

What was Lee really thinking? Even with our common knowledge and understanding of "our" profession, we found ourselves arriving at different conclusions. Yes, we recognized that a contracting professional is an individual who brings unique talents, ways of thinking, and behaving to the work place. Likewise, we recognized that we hear words and perceive those words in the context of our own individual reality (Strauch, 1983). [1] Still struggling with understanding this new concept, we concluded that perhaps others struggled as well. But the concept was exciting!

Approaching the Administrator, we sought clarification of the concept, her vision, and her support for marketing the "message." This article summarizes that interview, presents a historical perspective of the profession, and offers a guide for the future to "master the craft of acquisition and contracting."

We are here to discuss the Business Broker concept you introduced at a conference late in 1998. Can you please provide your definition of Business Broker?

I believe a Business Broker is an individual who provides business acumen to the acquisition team. This person will possess technical knowledge, expertise in applying sound business principles, and good judgment that creates innovative sourcing solutions to achieve agency or organizational needs. The focus is on creating solutions.

What do you believe to be the five most important characteristics of a Business Broker?

The primary characteristics I would select are:

* Creativity and innovation

* Flexibility and adaptability to changing times

* Results-oriented -- solutions-focused

* Leadership skills -- leading change.

* Dedicated to continuous personal and professional development.

How does this concept differ from the practice of the "art of business" today?

Circumstances, often beyond our control have caused some of today's contracting professionals to follow a rigid, rules-based process -- tomorrow's contracting professionals, the Business Brokers, will be encouraged to be creative thinkers, crafting solutions based on business considerations. We know that today's professionals have been overwhelmed with laws, rules, and regulations that strictly limit their opportunities to make judgment calls, and that they were not rewarded for being innovative and creative.

What do you consider to be the significant difference between contracting professionals today and those of yesteryear (i.e., from the 70s and 80s)?

The acquisition environment today revolves around more complex business relationships and demands more critical thinking than ever before. Typically, the acquisitions of today are creative business deals that are formed by breaking new ground. Whereas, many of yesteryear's procurements were purchasing functions accomplished in accordance with a defined set of rules, today's workforce is better educated and better trained, which facilitates today's process. Let me not forget though -- the world of IT is pushing a faster tempo and affecting the business decisions as well.