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KEDGE LIBRARY · RUNWAY ALLOCATION

HOW TO ALLOCATE RUNWAY ACROSS GOVERNMENT OPPORTUNITIES

Kedge Federal ·

A government opportunity earns runway when the expected buyer decision justifies the full company burden required to reach it. Name the endpoint, confirm the buyer’s ability to act, price the evidence and delivery work, compare the pursuit with the strongest alternative use of the same resources, and define the fact that would change the decision.

The output should be one of five written allocation choices: Pursue, Conditional, Partner, Wait, or Pass. Each choice needs an owner, resource boundary, next gate, and reversal condition.

Four rules for allocating runway

  1. Fund a specific endpoint

    Choose the observed government event the company is paying to reach: market-research influence, selection, current-stage award, successful performance, or funded transition.

  2. Join buyer freedom to company economics

    A buyer able to act is one input. Product fit, evidence, terms, security, production capacity, timing, and cash still determine whether the company should act.

  3. Price the displaced work

    Record the technical roadmap, customer delivery, financing milestone, hiring decision, or stronger pursuit that this work will delay or displace.

  4. Precommit the next gate

    Define the fact that expands, holds, changes, or ends investment before proposal work creates sunk-cost pressure.

Use the one-screen pursuit gate

Buyer value
Name the exact government decision, the uncertainty it reduces, and the funded or evidence path that makes the result useful.
Company burden
Price leadership time, technical work, evidence cost, hardware, cash, production exposure, rights, compliance, and displaced product work.
Reversal fact or stop condition
State the fact, threshold, or date that narrows, changes, or ends the allocation before the company commits.
Gate fieldQuestion leadership must answerWhat the record should contain
Buyer decisionWhat exact government event is the company funding?Named endpoint and decision owner.
Buyer and funding stateCan the mapped buyer chain act with current money and a usable instrument?Documented, conditional, access-only, or blocked facts.
Evidence requiredWhich claims are supported now, and what proof must be created?Evidence sources, gaps, owner, and closure event.
Technical displacementWhat integration, modification, test, or certification work enters?People, hardware, schedule, and roadmap impact.
Delivery burdenWhat production, supply, staffing, and financing assumptions must hold?Delivery boundary and approval owner.
Security, compliance, and rightsWhich eligibility, cyber, export, handling, clearance, terms, or data-rights conditions change exposure?Controlling requirement and accepted boundary.
Company economicsWhat cash, leadership time, and work-share assumptions support the decision?Cost to the next decision and downside exposure.
Residual valueWhat useful evidence, access, product learning, or reusable asset remains after a loss?Specific residual output and owner.
Next verification factWhich unresolved fact should be tested before capacity expands?Named person, document, event, and decision date.
Reversal conditionWhat fact changes the current call?Expansion, hold, stop, or re-entry trigger.

Five disciplined allocation choices

Worked example · illustrative

A strong buyer path that still calls for a partner

A robotics company finds a prototype opportunity with a real problem owner, current money, a usable award route, and a defined field evaluation. The product fits the mission, but the required platform integration would pull two lead engineers away from a commercial delivery and exceed the company’s current delivery capacity.

A qualified partner already performs the platform integration and can accept a defined work share. The written decision is Partner: pursue only after the partner confirms scope, schedule, technical responsibility, proposal inputs, and delivery ownership. The company will not begin hardware modification before award. If the partner cannot commit before the internal proposal gate, the decision reverts to Pass.

Founder use

Choose the route that creates the most decision value per unit of scarce technical, leadership, hardware, and cash capacity.

Investor or board use

Test whether management can state the endpoint, exposure, assumptions, alternative use of runway, and reversal fact before treating the opportunity as pipeline value.

KEDGE FEDERAL · PURSUIT GATE

APPLY THE PURSUIT GATE TO THE CURRENT PIPELINE

Kedge puts the endpoint, buyer authority, evidence burden, company economics, displaced work, and reversal condition into one written allocation decision.

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