Our Strategy Sets Our Course, Our Culture Enables our Team

Our Strategy Sets Our Course, Our Culture Enables our Team

Our Strategy Sets Our Course, Our Culture Enables our Team

From our early days as entrepreneurs – in our basement with our dog, Magnum – we have focused on being a consulting firm, not just a company that puts people on projects, but one that provides significant executive attention, applies methods and innovations, and achieves long-term collaborative partnerships with our clients.

This is no more evident than in our strategy, which we build for a three-year horizon, formally refine on an annual basis, and re-evaluate every six months to make sure we are executing the right strategic initiatives to help our strategy become real. Our strategy sets our course. We refine or redefine our strategy to stay ahead of current trends, providing exceptional services, grounded in proven methods, to help our clients innovative relentlessly, despite their dynamic and ever-changing complex environments and endless constraints

So, how have we have done this despite a difficult market, obstacles from the Government, and a changing generation who has new demands from their workplace? First, we’ve made a lot of mistakes – and learned from them, creating new leading practices so that we can repeat success with our current and new clients. Second, we’ve focused intensely on our culture.

Our culture enables our team. We have created a strong, helping culture that emphasizes trust, gratitude, sharing knowledge, passion, and humility. Our consultants are creative, disciplined, and flexible and our culture reinforces this approach. We ask our people to participate in growing a company they want to be a part of and hiring people they want to work with – to deliver measurable results for our clients despite many obstacles. We take on hard, mission-critical projects where there are many stakeholders with different priorities and needs. And we flexibly and diligently work with our clients to overcome challenges and achieve measurable results.

Without a culture that reinforces teamwork (including our clients as members of our team), we could not overcome the obstacles that are common in our clients’ nearly impossible mission demands, aggressive schedules, and demand work environment.

This is our story. Strategy. Culture. Mission. We think that our clients want to work with us for five key reasons:

  • We Put the Mission First for our Clients – We hire for passion for the mission. Our team shines a laser on the mission as we help clients create strategies, build designs, and implement solutions to achieve results
  • We Build Trust through Collaboration – We don’t say ‘believe us’ but say ‘try collaborating with us and see what’s possible.’ We build relationships with our clients by communicating and delivering what we promise, gaining credibility to provide trusted advice on their toughest challenges
  • Our Methods Accelerate Innovation – Our strategy and design mindset and proven methods and accelerators help our clients select and prioritize innovative solutions and quickly implement them. Our four integrated methods – along with more than 50 accelerators and hundreds of tools, techniques, and samples – help our consultants say yes and get things done faster than other companies
  • Our Teams Tackle Complex Systems and Entrenched Behaviors – Our persistence, knowledge, and passion for the mission allows us to collaborate with stakeholders and transform old ways of doing things to engage the workforce in efficient, high performing processes enabled by technology. We hire for these characteristics, develop professional communications and collaboration skills in our consultants, and give them opportunities to delight our clients
  • Our Company Invests in Our People – Our consultants are our greatest strength. We invest in them and provide the opportunities and resources to help them achieve their career goals

Last week, as one of our senior clients was retiring from a Federal law enforcement agency, we were invited to celebrate with her. Amid a group of special agents honoring this amazing leader, we remained in the background, supporting the leader’s success.

“Without your team, who had the consulting and data skills to turn our mission knowledge into something that will last forever, we couldn’t have done it. The results of this project will remain a resource for years to come. I know it.”

It is an honor that our team has the opportunity to support clients like this. Our strategy and culture support a group of amazing, unique individuals who put clients and mission above all else. #gratitude

About Arc Aspicio
Arc Aspicio is a management, strategy, and technology consulting firm that takes a mission-oriented approach to complex client challenges. As a rapidly growing company, Arc Aspicio has a bold strategy for 2016-2018 that drives growth through new capabilities in strategy, design, human capital, data analytics, information sharing, cybersecurity, and strategic communications. The company is known for a strong, collaborative culture that values gratitude – for its clients and its great team. And, #welovedogs! Follow us on Twitter @arcaspicio or learn more at www.arcaspicio.com.

Contributors

Lynn Ann Casey | Global border management thought leader and Founder & CEO of Arc Aspicio, Lynn Ann Casey brings unique passion and insight to border management, homeland security and law enforcement challenges. She is committed to partnering with governments worldwide to think differently, act strategically and proactively protect public safety.

Data + Strategy: Using Data to Inform Agency Strategy

Data + Strategy: Using Data to Inform Agency Strategy

Understanding the types of data available, gaining access to the right data, and making sense of data are daunting tasks for most organizations as they develop a strategy to meet mission demands and enterprise-wide goals. Data is especially challenging for the Government, yet provides the opportunity for insight for leaders as they strategically move their agencies forward.

Workplace Morale is Going to the Dogs… Literally!

Workplace Morale is Going to the Dogs… Literally!

There are few greater feelings than a dog’s unconditional love. And some are finding that a dog’s love can help combat stress at work. Secretary Zinke of the Interior Department announced his intent for "Doggy Days" where he encouraged employees to bring their canine companions to work on designated days. More than 80 dogs arrived for first event and the overjoyed employees immediately scheduled the next.

Accelerating FITARA Compliance: Five Steps That Leaders Can Take Today

Accelerating FITARA Compliance: Five Steps That Leaders Can Take Today

Implementing change is not always easy, but it is always necessary. Federal agencies have been working to transform how they acquire and manage Federal information technology (IT). The Federal Information Technology Acquisition Reform Act (FITARA) in December 2014 has increased visibility into this transformation.Although FITARA enhances the authority and accountability of Chief Information Officers (CIOs) in reviewing and approving major IT investment projects, CIOs continue to look for new ways to implement best practices at their agencies.

Combating the Rise of Transnational Criminal Organizations

Combating the Rise of Transnational Criminal Organizations

Crime, corruption, and violence – particularly involving drug, human, and weapons trafficking – continue to increase at an alarming rate in the U.S. Transnational Criminal Organizations (TCOs) are a critical part of this trend and pose a serious and growing threat to homeland security – at our borders and beyond.U.S. Customs and Border Protection (CBP) is at the tip of the spear to combat TCOs. With the context that the first goal in their Vision and Strategy 2020 Strategic Plan is Counter Terrorism and Transnational Crime, CBP is focusing on disrupting TCOs responsible for the cross-border trafficking of illegal drugs, humans, and guns.

Design Thinking: Putting the Citizen at the Heart of Lasting Change

Design Thinking: Putting the Citizen at the Heart of Lasting Change

For the past few decades, there has been a growing increase in the digital channels available to network with the Federal government. These channels have made it easier for the public to interact and elicit responses from elected officials.These growing interactions have increased expectations for Government to be more transparent and collaborative. From the Department of Homeland Security (DHS) to the Department of State (DOS), Design Thinking transformations have begun to develop and modernize programs to be more human-centered. Agencies and programs beholden to serve the public good should logically adopt a problem-solving mindset that places the individual at the heart of any lasting changes.

Using Behavioral Science to Improve Mission Outcomes

Using Behavioral Science to Improve Mission Outcomes

Although behavioral science has been studied and applied within academia for decades, recently the concept has emerged everywhere – from Silicon Valley tech giants such as Google and Uber, to various Government agencies including the Department of Education, the Department of Defense, and the Department of Agriculture.But defining and applying such a broad and sometimes-nebulous discipline can prove difficult. What exactly is behavioral science? How can the Government use the concepts and lessons learned effectively?

Homeland Security Managers = Innovative Leaders

Homeland Security Managers = Innovative Leaders

The search for and implementation of innovative methods to protect the homeland should play an important role in homeland security managers’ approach to how they guide their organizations. Citizens expect government leaders to propose and implement organizational, acquisition, and personnel management practices that enhance our nation’s ability to prepare for and mitigate potential threats. They expect these to make them safer and the nation more secure.

Exploring the Known: Empowering Innovation by Working Out Loud

Exploring the Known: Empowering Innovation by Working Out Loud

Sharing in-progress work with others – your team, your client, your leaders – can be a daunting prospect. It can also be a great way to share lessons learned, drive quality into everything we do, and build trust. Working Out Loud is “a practice that combines conventional wisdom about relationships with modern ways to reach and engage people”. 

Leaders by Design (Thinking)

Leaders by Design (Thinking)

At Arc Aspicio, our very best assets are our people. In 2017, we introduced a program called the ‘Leaders by Design’ aimed at growing future leaders of our firm in a peer group setting. Leaders by Design is a customized experience for Senior Associates within the company to develop leadership skills and grow professionally and personally by interacting with others with similar experiences and also with senior leaders. The Peer Group is a co-investment to focus on collective growth and development – this means the company invests money and time in developing the training and the growing leaders also invest personal time.

Organization Redesign: Is the Cure Worse than the Ailment?

Organization Redesign: Is the Cure Worse than the Ailment?

According to a popular management joke, new executives should blame their predecessors when facing their first crisis.  When facing their second crisis, they should reorganize everything. Jokes are funny when they’re seen as plausible. Reorganizations show action, produce change, and create opportunities for new leadership. However, are reorganizations worth the disruption?

Arc Aspicio to Host Design Thinking Forum: Creating the Future of Government on June 21

Arc Aspicio to Host Design Thinking Forum: Creating the Future of Government on June 21

Washington, DC, June 7, 2017 — Arc Aspicio plans to host an inaugural Design Thinking Forum featuring a discussion on how Federal leaders can innovate solutions to create the future of Government. Design Thinking is a human-centered innovation process that emphasizes observation, collaboration, fast learning, visualization of ideas, rapid concept prototyping, and concurrent business analysis, which ultimately generates innovation and increased mission outcomes.

Firefighters Show You Can Develop a Strategy While Fighting Fires

Firefighters Show You Can Develop a Strategy While Fighting Fires

“Employees at all levels are too busy ‘doing their jobs’ and ‘fighting fires’ to devote time or pay heed to strategic initiatives.” It’s a common complaint. Academic literature has confirmed that ‘firefighting’ takes up much of the manager’s job and offers extensive advice on how to stop fighting fires – and even how to suppress the urge to do so.

The SILab: An Invitation to Embrace Innovation

The SILab: An Invitation to Embrace Innovation

Government agencies and businesses must embrace innovation and strategic thinking to keep up with today’s changing society, rising demands, and complex problems. Encouraging organizations to fully adopt innovative thinking, however, is difficult. Organizations are often focused on their daily activities and have limited time to discover new approaches. In addition, employees often choose to stay with proven, mainstream solutions because they fear wasting resources or failure. 

Putting the Mission First in a Leader’s Agency Reform Plan

Putting the Mission First in a Leader’s Agency Reform Plan

Agency leaders have more than a little to do these days. The Office of Management and Budget (OMB) released guidance for implementing Executive Orders and Presidential Memoranda on Federal management and human capital. The Comprehensive Plan for Reforming the Federal Government and Reducing the Federal Civilian Workforce (M-17-22) directs agencies to create comprehensive plans to enhance mission focus, streamline operations, and improve workforce effectiveness and efficiency.