To be a successful executive in today's government contracting and acquisition organizations, one has to be able to acquire and implement various concepts that demonstrate the relevant knowledge, skills, and abilities. Presently, contracting and acquisition organizations and their executive are facing numerous challenges owing to the various changes that are often experienced in the environment of a government. Behind different contracting and acquisition experienced presently is the implied question of the entities winning or failing to win different contract awards. As such, it is imperative for the executives involved in the daily operations of these governmental institutions and organizations to think about employing conceptual and logical strategies towards the implantation of value network management alongside several other aspects contracting and acquisition organizations (Bol & Moers, 2010).
A successful executive in the present government contracting and acquisition organizations should be in a position to demonstrate the implementation of working and effective networks. Such networks should involve efficient systems of communication as well as collaborative associations among various service providers, suppliers, and internal supply departments. Another concept that demonstrates the necessary knowledge, skills, and abilities for a successful executive in the field of contracting and acquisition organizations is the transformational training of the workforce with the aim of communicating the plans, goals, and objectives of the organization. Value creation is also an important consideration when it comes to the evaluation of the concepts that are necessary for demonstrating skills, knowledge, and abilities of a successful executive in contracting and acquisition organizations. In this regard, the managers in charge of facilitating the planning and implementation of various programs and activities are expected to place more emphasis in the creation of value for the organization (Sanderson, Allen, Gill & Garnett, 2017).
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This approach may be realized through reconfiguration and enhancement of both the external and internal competencies. Another consideration towards the achievement and demonstration of this end would involve the maximization of shareholder value as well as clarify the exact values and objectives followed by a given organization. In training and educating the workforce at a government's organization dealing with contracting and acquisition, it is important to identify reliable value drivers that can be easily put under control whenever there is a need. A strategic approach to the various problems and issues affecting the government contracting and acquisition organizations pays a crucial role in demonstrating the ability of successful executive. Moreover, such a strategic approach ensures that a contracting and acquisition organization is in a better position to compete in a more effective manner in future. Other abilities and skills of a successful government's executive may be demonstrated through having a deeper and broader understanding of the market in which contracting and acquisition operations are expected to take place presently as well as in future ( Bowen, 2016).
Having a deeper understanding of the market implies that an executive can identify and analyze different business opportunities and review them about the weaknesses and strengths displayed by the major competitors. A successful executive in today's government contracting and acquisition organizations should also be able to understand and effectively apply the government's policies, regulations, and contracting statute about the market environment and industry requirements. To that extent, an executive can demonstrate a positive culture towards learning and embrace a culture that encourages a systematic and well-structured way of acquiring and applying corporate knowledge and information. In summing up, it is clear that the concepts that demonstrate the necessary knowledge, skills and abilities to be a successful executive in today's government contracting and acquisition organizations are largely influenced by value network management and creation of value among several others factors ( Sanderson et al ., 2017).
References
Bol, J., & Moers, F. (2010). The dynamics of incentive contracting: The role of learning in the diffusion process. Accounting, Organizations And Society , 35 (8), 721-736. http://dx.doi.org/10.1016/j.aos.2010.09.003
Bowen III, D. (2016). Patent Acquisition, Investment, and Contracting. Retrieved from http://dx.doi.org/10.2139/ssrn.2870112
Sanderson, M., Allen, P., Gill, R., & Garnett, E. (2017). New Models of Contracting in the Public Sector: A Review of Alliance Contracting, Prime Contracting, and Outcome-based Contracting Literature. An International Journal of Policy & Research . http://dx.doi.org/10.1111/spol.12322
