By Nic Coppings,
Co-founder and Managing Principal, The Hi-Q Group

Many contractor aren’t putting emphasis on the factors that drive organic growth, including having the right objectives and prioritizing customer relationships, writes BD expert Nic Coppings.

The holy grail for government contracting companies is organic growth – that coveted buzzword investors scrutinize. Yet, for many companies, despite prioritizing organic growth, progress often stalls, leaving them dependent on mergers or acquisitions for growth. So, what’s holding them back? It’s not about technical prowess, nor simply a crowded marketplace. The silent killers stunting growth lie lurking within the very core of these organizations.

1. Lacking a True Growth Culture

The first is the absence of a genuine growth culture. Merely paying lip service to growth aspirations while failing to ingrain them into the company is akin to erecting a hollow facade. The antidote? Nurturing an environment where every team member embraces their role as an essential growth agent with the requisite skills and incentives to effectively gather and share customer human intelligence.

2. Aligning Growth Objectives

Another challenge lies in aligning individual roles with overarching growth objectives. When employees don’t grasp their role in fostering growth or relationship building skills are undervalued, organic growth remains elusive. To address this, create a “Growth Playbook” that outlines goals and how each role contributes.

3. Prioritizing Customer Relationships

Another obstacle is not valuing customer relationships. While technical expertise is crucial, many prioritize it over developing relationships with government decision-makers. Great customer relationships aren’t just casual acquaintances – it’s about partnerships where the customer feels understood and supported.

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