Ricardo Improved: JGM BrainStorm

Ricardo Improved:
JGM BrainStorm

Culture Change

Customer Centric

Revenue Stream Definitions

De-couple bottom line reporting
with services provided

Florida Tech Center

Recurring Revenue Stream

Small vs Large
Program portfolio

Identify customer

Everyone is customer, external internal

must be hyper responsive to customers needs

EXAMPLE: busdev guy is asked by engineering team how to approach a customer with an idea. Requires an immediate enthusiastic response...maybe not defining all steps but acknowledgement of idea and wanting to take proactive approach...2-3-4 day delay in response is unacceptable

Must become "Can do" operation instead of a "Must do" operation

Leadership plays a big role in this
-understand the difference between "management" and "leadership"...effective leaders don't necessarily have authoritative control of the actions of subordinates

remember: outside customers NEVER care about utilization, its only an internal metric that is introspective instead of extrospective

find ways to "help" others
everyone likes to help...fill other's buckets...how does everyday activity "help" others...customers, coworkers?
when asked a question - make others feel that its worthy of being asked...promote that collaborative behavior

Embrace the need for nimbleness

Increased value on integration needs
-integration of hardware
-integration of ideas
-integration of communications styles
Increase value on capability to adapt communication approach style to meet needs / desires of customrs

Create TRUE delivery based engineering work streams

Minimize coupling of engineering execution with overall financial results

Create an artificial "currency" (R-COIN?) that is loosely related to actual monetary budget. As this currency is used up, there should be a directly proportional amount of progress on the completion of the task.

Puts a burden on the "integratetors" (See culture change description) to reconcile what project is doing and what finance needs to see

Need to be able to free people from the "delivery of this amount of hours / cost" to complete the job...must foster inquisitive pursuit of the BEST solutions to always OVER DELIVER to the customers

OVER DELIVER
OVER DELIVER
OVER DELIVER

Engineering team has great ideas for solving problems for customers...let them pursue those. Let the finance team develop the tools and integration tools to enable the engineering side to do what they do best

Population growth center

very fast need for "Urbanization" solutions

transportation infrastructure needs addressed

will be consumers of product produced elsewhere, but will legislative and regulatory driven ... Ricardo to get in at the front end "steering" change rather than adapting solutions for consumption....different way of thinking for Ricardo

Long been a desire at RInc...find hardware gizmo to manufacture

Is this the only sort of revenue stream?
Re-think and re-categorize what is considered recurring revue stream

Test cell utilization must transition from supporting advanced development programs to becoming a source of recurring revenue....cert testing, durab,

What other engineering activity is a "recurring" stream

Gross pursuit of large job has severely impacted our abilities to deliver the everyday work

Reputation damage has been done
-ill communicated strategy
-customer confusion about who/what we are
-under delivered on too many different programs too often
All this makes landing large job very difficult

NEED TO REBUILD REPUTATION
-start small and create momentum

Create distinct teams within Ricardo

Dedicated "Maintenance" team
-Delight customer, regardless of size
-OVER DELIVER RESULTS, learn how this is done
-keep the the recurring revenue stream going

Dedicated "Pursuit" team
-Strategizing the next "big" wins
-Engaged in all efforts to position Ricardo to win
-eliminate the 5yo soccer team mentality of swarming the ball, organized movement to deliver the goal

Self-serving: Need to find a way to work there!

transition to "guided solutions" instead of "thought leadership" type of supervisory set up

Today's dynamic need for problem solvers doesn't fit the older mentor type model...leaders provoke questions, assist / oversight of solutions/ approve and ship
Today's solutions require integrated approach from many different facets...difficult to have all skills required