Page 56 - FCW, October 2017

WT Industry Innovators
As CACI has grown, the team has led restructuring activities to make the most of the new capabilities. For example, a new business development team won a $1.7 billion contract from the U.S. Joint Improvised-Threat Defeat Organi- zation — a contract the company likely would not have pursued before its acquisitions.
cBEYONData
cBEYONData is using alliances to build its cloud practices, and they include a close working relationship with Informa- tion Builders to expand its business intelligence offerings, GB&Smith to add SAP BusinessObjects solutions and NS2 Serves to increase training for veterans. The company has built a practice around helping agencies meet requirements of the Digital Accountability and Transparency Act, which has brought in more work that supports agencies’ chief fi- nancial officers.
CGI Group
In the past three years, CGI Group has made four acquisi- tions that have brought new capabilities to its federal busi- ness related to cloud-native solutions and digital transfor- mation. The firm also added 1,700 workers with skills in those areas.
In addition, the company has created an internal process known as Innovation, Creativity and Experimentation to identify and fund new technologies and processes and to create intellectual property. The goal is to help government customers move toward next-generation solutions.
Chickasaw Nation Industries
After suffering through the impact of lowest-price techni- cally acceptable (LPTA) contracts, Chickasaw Nation Indus- tries launched a new strategy that includes an acquisition to bring in more highly skilled engineers and scientists. The company also restructured to address declining win rates, improved its financial reporting and created incentive pro- grams for company leaders that include bonuses every four years, which keeps managers focused on long-term goals.
Cytellix
Cytellix formed partnerships with several organizations to help manufacturers meet the cybersecurity requirements of work- ing with the federal government. It has also been hiring ethi- cal hackers and other security professionals to create a more accurate picture of what is happening in customers’ networks.
In addition, the firm has been investing in R&D in the areas of network scanning, situational awareness, gap analysis and continuous monitoring.
Winner: Best use of strategic alliances
CSRA has built a partner ecosystem of three levels: strategic alliance partners,
key alliance partners and emerging technology partners.
The company shares pipeline information with strategic partners to jointly pursue opportunities. There is mutual in- vestment in the relationship through training and the sharing of engineering and business development resources. CSRA
has that kind of relationship with Microsoft and ServiceNow. CSRA has over 40 key alliance partners, which are generally leading technology companies. The collaboration occurs at a
subset of the company’s go-to-market groups.
The emerging technology partners are generally smaller firms that CSRA identifies by working with a venture capital firm and mapping capabilities to customer needs. Promising companies are often invited to make presentations at CSRA’s
in-house innovation days.
Many of the company’s technological skills are on display
at the Integrated Technology Center it opened in Bossier City, La., in 2016. That’s where the company focuses on develop- ing and delivering solutions, including automation and next- generation IT and cyber technologies, for federal customers. CSRA’s technical prowess has been recognized in several mar- quee wins in the past year, including the Defense Informa- tion Systems Agency’s $498 million milCloud contract, a $143 million IT support contract with the Marine Corps and a $744 million Army task order administered by the Federal Systems Integration and Management Center.
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