DAF PEO C3BM Strategic Leadership Design

Active

Contract Opportunity

DEPARTMENT OF THE AIR FORCE

PROGRAM EXECUTIVE OFFICE FOR COMMAND, CONTROL,

COMMUNICATIONS, AND BATTLE MANAGEMENT (PEO C3BM)

HANSCOM AIR FORCE BASE MASSACHUSETTS

REQUEST FOR INFORMATION/SOURCE SOUGHT SYNOPSIS

RESPONSE INSTRUCTIONS

THIS IS A NOTICE OF A REQUEST FOR INFORMATION. IT IS NOT A SOLICITATION NOR DOES IT GUARANTEE A SOLICITATION WILL BE ISSUED.

1.0. DISCLAIMER

1.1. This announcement constitutes a Request for Information (RFI) for the purpose of determining the market capability of sources or obtaining information for the Department of the Air Force (DAF). It does not constitute a Request for Proposal (RFP), a Request for Quote (RFQ) or an indication that the Government will contract for any of the items and/or services discussed in this notice.

1.2. Any information submitted by respondents to this notice is strictly voluntary. Any formal solicitation that may subsequently be issued will be announced separately through SAM.gov. It is the responsibility of any potential respondent to monitor SAM.gov for additional information pertaining to this topic.

1.3. The Government intends to review responses to this RFI for acquisition planning, market research, and requirement development purposes.

2.0. BACKGROUND

2.1. The Program Executive Office for Command, Control, Communications, and Battle Management operates out of several offices with a home location at the Pentagon. DAF PEO C3BM is a geographically dispersed organization charged to integrate the work efforts of many historically unique capabilities and programs of record into an integrated DAF BATTLE NETWORK, the DAF’s future iteration of integrated battle management systems and contribution to combined Joint All Domain Command and Control Systems (JADC2). If the DAF BATTLE NETWORK is the “form” of what DAF PEO C3BM must deliver, then the “operational mission” is our “function.” For DAF PEO C3BM, form ALWAYS follows function. In context of this need to ensure that the product/form of the DBN is always able to adjust to the function/needs of the mission, DAF PEO C3BM must establish common norms of behavior, an operating philosophy, and an ethos oriented to the needs of the operator across all our people and all our sites.

2.2. Given the geographically dispersed way DAF PEO C3BM was created and currently, the reality is that today DAF PEO C3BM needs expertise, steeped in both theory and real-world experience, to normalize our operations across 13 geographic sites in satisfaction with the following needs:

• 
  
  
  
  • Implement a coherent technical strategy
  
  
  • Be responsive to an operational community that will no longer wait
  
  
  • Reshape a bureaucratic system that values process over outcomes
  
  
  • Present a common operating framework (both technical and personnel) across all DAF PEO C3BM locations
  
  
  
  

3.0. SUBMISSION INSTRUCTIONS

3.1. Respondents shall submit individual responses that address all the questions identified in paragraph 4.0, Questions for Industry. Each submittal shall include company mailing address, a point of contact (name, title, phone number, e-mail), and CAGE code. If not registered with a CAGE code, respondents shall provide a Unique Entity Identifier (UEI) number. If the contractor does not have a SAM registration, the company should detail its intent to obtain this information.

3.2. Submittals shall include company nation of incorporation, large business, small business, small-disadvantaged business, SBA 8(a) small disadvantage business, woman-owned small business, economically disadvantaged woman-owned small business, service-disabled veteran-owned small business, or Hub Zone small business as defined by Federal Acquisition Regulation (FAR) Part 19. The North American Industry Classification System (NAICS) Code for this acquisition is 611430, Professional and Management Development Training and the small business size standard is $15 million.

3.3. Submittals shall be delivered NLT 15 JUL 2025, 12:00 PM EDT. Responses received after the requested date may not be considered nor assessed.

a. If proprietary information is submitted, it shall be portion marked, by paragraph, to clearly identify proprietary information. All information received in response to this RFI that is marked proprietary will be handled accordingly. Respondent’s submittals that include data that they do not want disclosed to the public, nor used by the Government for other than RFI evaluation purposes, shall be marked with a legend conforming to 48 C.F.R. § 52.215-1(e).

b. Submittals shall not exceed 15 total pages in length: single-sided, single-spaced, and no smaller than Arial or Times New Roman size 10 font. This page limitation does not include supplemental tables, figures, illustrations, diagrams, charts, or simulation data. Supplemental data shall not exceed an additional 5 total pages (single-sided, single-spaced, Arial size 10 font) in length. Links are highly encouraged for digital information used in supplements.

c. All responses shall be delivered in PDF format and emailed to the following individuals:

• Mr. Marcus R. Green, Chief of Contracts, AFLCMC/C3AK, marcus.green.7@us.af.mil


• Lt Nikita Smith, Contracts Manager, AFLCMC/C3AK, nikita.smith.3@us.af.mil

d. The subject line of the email shall read: “Square Peg Strategic Leadership RFI Response by (Company Name)”

3.4. Introductory and/or summary information may be included in respondents’ submittals in accordance with the page limitations identified in paragraph 3.3.b.

4.0. QUESTIONS TO INDUSTRY

1. 
   
   
   
   1. Summarize your qualifications in orchestrating a multi-site organization in their delivery of technical outcomes from a perspective of the organizational norms, leadership philosophy, values, and organizational ethos.
   
   
   2. Please explain your qualifications to benchmark an enduring foundation of norms and organizational philosophy for an organization in context of the four (4) identified needs.
   
   
   3. What is your experience in producing content for a 3000+ person leadership and employee team in a way that provides tools, methodologies, and frameworks for enhancing the team’s overall performance, innovation, and worksite productivity?
   
   
   4. Please describe your experience shaping and communicating technical objectives into a campaign plan to facilitate broad organizational adoption of highly complex strategic guidance.
   
   
   5. Please describe your experience in working to understand, implement, and scale the understanding and inculcation of an organization’s core values?
   
   
   6. What cognitive model would you consider for an organization of this size and geographical dispersion based on the information provided?
   
   
   7. What experience do you have in implementing the model(s) described in Question 6?
   
   
   8. What kind of metrics does your organization use for measuring the success of a core value campaign and related efforts?
   
   
   9. Does your organization currently have any General Services Administration contracts/schedules or other federal agencies contract vehicles that allow for streamlined ordering?
   
   
   
   

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