Cultivating Expertise

Strategically Developing Internal Talent for Government Proposals

The question before us is straightforward?—?How to Leverage Time from a work force who are busy contributing elsewhere? I call it Big Problem #3. Why?, Before going into Big Problem #3, allow me to set the context and present Problem #1 and Problem #2.

The term Architect is used in various technical capacities today. It is used everywhere in Tech, much like the term ‘Pilot,’ which covers anyone from airplane pilots to ship navigators. Whether they’re flying a small Cessna, a large Boeing 787, the massive Airbus A380, or a high-speed F-16, each pilot brings a level of sophistication tailored to their specific aircraft and mission. Similarly, in the tech world, those labeled as ‘Architects’ are not defined merely by their title but by their ability to adapt and excel in complex roles. It involves identifying and nurturing smart talents and also strategically scheduling the contribution without over-burning to thrive in the demanding federal market.

In a small business functioning as a government contracting company, a Solution Architect’s (SA) role is a pivotal component of organizational growth. SA’s role is multifaceted and has several missions, such as deeply understanding the requirements presented in government proposals, analyzing the current technological ecosystem, and devising clear, innovative solutions that meet these needs while foreseeing future challenges. Typically, a solutions architect supporting the growth will have at least a few decades of hands-on experience in Engineering and IT, along with a track record of successful leadership and a keen ability to communicate complex technical concepts to non-technical stakeholders. The work demands not just a broad knowledge of technology but an acute understanding of regulatory, security, and operational standards specific to the government sector.

Also, there is a human element to this role, often overlooked. Developing solutions in a short timeline comes with intense demands and stress, which takes a toll on health, and a good fitness regime is a must. Conversations with colleagues in the industry reveal that stress-related health concerns, such as diabetes and hypertension, are prevalent in high-pressure solution environments. I would also add that this role demands a lot of patience and must expertly navigate the delicate balance between assertiveness and humility, ensuring that collaborative innovation takes precedence over individual ego. Nevertheless, Verbal brawls and then amazing camaraderie are part of the journey. A solution architect diligently pursues every bid, undeterred by the very slim chances of success. I have the honor of working alongside fellow SAs who are “beasts” at their tasks.

Problem #1: Despite the critical importance of the SA role, the small and even medium businesses in the federal technology sector are facing a significant challenge due to a scarcity of experienced solutions architects capable of effectively meeting the demands. This shortage is not merely a staffing issue but a strategic bottleneck, limiting companies’ ability to secure government projects, which often demand the most advanced and compliant technological solutions. The shortage is a product of rapid technological changes, the growing complexity of projects and compliance, and a historical focus on recruitment over internal development.

Hence, to deal with Problem #1, it is critical for organizations to introduce Early-career or Associate talents into the fold, working under the mentorship of seasoned SAs. This approach not only distributes the workload more evenly, reducing the burden on current architects but also facilitates a seamless transfer of knowledge and expertise downstream, ensuring the cultivation of a new generation equipped to tackle the challenges ahead with innovation and skill. Sounds nice, right?

However, this leads us to Problem #2.

Problem #2: In the realm of solution architecture, blending the expertise of seasoned professionals with the fresh perspectives of newer talents poses a unique challenge. There are skeptical views on this notion. The job demands an aligned mindset (big picture perspective) plus deep knowledge often gained by many years of experience. Also, many Early-career or Aspiring professionals are drawn to the tangible aspects of technology, such as coding and hands-on engineering activities; they often find the prospect of articulating complex solutions on paper?—?a crucial component of a solutions architect’s role?—?more daunting than the technical development itself.

Besides, the modest pay growth compared to the more steadily rewarding paths of client facing software development and management. Also, misinformation floats around the water cooler conversations. I’ve heard SAs referred to as “paper architects,” a label that unjustly understates the comprehensive and actionable solutions that architects develop; it brutally demotivates fresh talents.

Now, the question in front of us is, how do we balance these issues and find a win-win to deal with the shortage and add more fuel to the overall solution process?

There are strategies organizations have tried. Some work, but many fail. Maybe I will discuss this in a separate article? Now, here is a bigger issue, i.e., Problem #3, to deal with.

How to Leverage Time from a work force who are busy contributing elsewhere?

The (Big) Problem?#3:

Balancing the Time of associates who are already engaged in client projects poses a significant challenge. If you are a business relying on revenue through billing activities, it gets more problematic.

Navigating Growth and Delivery: Company Leaders are hesitant to ask associates in client projects to participate in the growth and solution process because the delivery team is never happy about it. Though the solution team plays a crucial role in securing revenue, it is the Delivery teams that actually realize revenue, and they are territorial! Which is natural, given the delivery pressure. Hence, the Leadership team often moves gingerly with this issue. It is a catch-22. We need the current revenue flow, but we also need to pave the way to the future revenue flow. Is there any other idea?

Here are some suggestions that might help:

Incentivize Participation: Offer incentives for associate-level experts to engage in the growth and solution process. The incentives should not be part of the outcome and must be part of the growth budget. Coupling reward with a binary outcome (i.e., winning/losing) might not motivate. It’s similar to compensating a sportsperson based on the result of the game. It does not work. Besides, associates are already tied to several responsibilities, and fostering motivation is not possible.

So what Next? Here is my other unpopular suggestion?—?a simple idea. How about something similar to the SSL programs at public schools? In Montgomery County, for example, Students must earn 75 SSL hours to graduate from high school. Organizations can instill an optional program where an associate contributes a certain number of hours to the growth and solution activities, tying it to their personal development. The reward is preset clearly based on the hours contributed. If money is a problem, the compensation can also be paid-Time off. In PMO terms, create an OKR for everyone to contribute a specific number of hours per year for growth activities. Sound good? Hold on, no, because it is not that easy. As mentioned before Delivery teams are territorial and have their own set of pressures.

Foster Micro-Contributions: Experienced architects should be able to break down the solution process into smaller, manageable tasks so that associate-level professionals can tackle them without requiring extensive Time away from their primary tasks. This approach allows for meaningful contributions without significant time investment but does not solve the problem.

So, the question is?—?How to Leverage Time from a work force who are busy contributing elsewhere?

How about using AI to help us here? Of course, we can:

Predictive Downtime Identification: Use machine learning to analyze historical project data and predict future downtime periods based on patterns of workload fluctuations. It allows you to monitor Real-time workloads and continuously gauge associates’ workloads, and then use it to identify real-time opportunities for engagement in solution tasks.

Now that you have workload predictions, maybe we can automate Task Allocation by developing a

Recommendation Engine that dynamically matches skills and recommends and then assigns solution tasks to associates during identified downtime, ensuring optimal use of their capacity without impacting client project deliverables. From the data, we know the kinds of projects or tasks everyone is working on, and now it would be easy to match the best talent to find a solution for a problem. In short, use AI to match skills with solution tasks that align with workforce skills and learning goals, facilitating professional development.

To conclude, it is a long process to address the shortage of solution architects, however companies must prioritize cultivating talent from within, fostering a culture of continuous learning, and embracing innovative approaches to recruitment and development. By investing in the future of solution architecture, organizations can ensure their resilience and competitiveness in a rapidly evolving technological landscape.

Good Luck!