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FCW : May 15, 2013
May 15, 2013 FCW.COM 25 T v a a f h a l a a a h . In n e IBX Va l , a 4,000 sq. f ., 7.3- e a a a a en e e n Ca a a s s e l an s n se es, 24 7 3 5 se an n a e a e /ne nne e a ess 200+ ne s, a e s an I Ps, n l n all G A a e Ne an I e s. Th l a a f k l a w h 30 l f Wa h g D.C. , h IBX Va l wa b l l x f al l a q , l g FISMA, DIACAP, F RAMP a HIPAA/HITECH. L a a IBXVa l . Today s mantra is "do more with less," but in truth we can and must "do more with more." With technology and complex services, "do more" is what you can accomplish with re ned user access, improved search, enhanced visualization and other advanced capabilities. "With more" is about leverage: opening up to existing capabilities and new, creative ways to deliver enhanced value in the more complex business and mission areas. It means more critical thinking about what we really need, more critical awareness about solutions already available in the marketplace, and more understanding of what new solutions and services can truly move us past the status quo. The most effective acquisitions will result in clear options for solutions that iteratively improve and integrate, enabling end users to perform business and mission functions at a higher, optimized level. A government CIO might solicit for a distributed cloud solution to get, at a lower cost, the same functionality that new servers would provide. With the LPTA approach, the CIO makes a decision based strictly on price. With LPFB, the CIO could select a cost- effective solution with creative ideas for more advanced data sharing and data analytics on secure mobile platforms. The overall cost of the distributed cloud solution might be more than the new servers alone, but the enhanced func- tionality across a broader user base effectively reduces costs in other areas. The net return is more user productivity, more ef ciency and better results. In short, the LPFB approach holds the promise of purchasing a better overall outcome. The scal constraints that de ne our current operating environment are pressuring us to go lean and settle for what we know. I think the times demand breakout perfor- mance and higher levels of creativity. By moving to an LPFB approach in government acquisition, we would enable and inspire one another to advance toward the real opportunity of being and doing better. Perhaps LPFB is just terminology, but I believe it s much more. It s an attitude and accountability for moving beyond acceptable to excellent, at the price we can afford. ■ Dale Luddeke is chair of the Industry Advisory Council and chief growth of cer at TASC.
April 30, 2013
May 30, 2013