Business proposal management and RFP response- Part 3

The Characters in a Proposal Management endeavor, and their responsibilities:

  • Leadership

—  Recommend / Approve pursuit team resources

—  Makes final call Bid/No Bid decision

  • Pursuit Lead (from Operational Vertical or Sales)

—  Owns the Business Opportunity

—  Determines sales strategy and win themes (working with Leadership)

—  Performs content review

—  Complete executive summary (working with Proposal Specialist)

—  Provide direction to pursuit team

—  Responsible for overall soundness of final proposal

  • Sales (The Sales representative could be chosen to be the Pursuit Lead in many cases)

—  Explains the client scenario and provides client viewpoint

—  Communicate key issues within client that affect win / loss

  • Solution Architect

—  Develop tie between prospect’s business and host organization’s capabilities and solutions

—  Develop delivery approach, service and technical solutions

—  Provide costing and pricing support

  • Proposal Manager (Sometimes the Proposal Manager doubles up as the Pursuit Lead)

—  Schedule internal governance checkpoints

—  Timelines and milestones management for RFP

—  Action items tracking and escalation to Practice Leads

—  Issue Management and escalation to Practice Leads

  • Proposal Writer

—  Provide presentation development support: to sub-teams and Solution architect; documentation edit – theme alignment

—  Analyze incoming client RFP requirements and ensured response is compliant

—  Coordinate research, editing, writing and production with designated staff (along with Proposal Manager)

—  Follow-up on missing information (along with Proposal Manager)

—  Manage content (along with Proposal Manager)

  • Other Stakeholders

—  Finance / Legal / Compliance etc.



*Previously on Business proposal management and RFP response: Expectation Setting. Introduction. When NOT to bid.


Right Focus: Lessons from a leadership workshop

“All of you had the wrong focus”

A two day leadership workshop, having participants from across the globe, ended with the above statement being made by company’s MD.

How is it possible, we thought; we had all made profits!

We carried on… “Oh, all these workshops are designed in such a way that in the end, everyone wins. Victory is for giving a feel -good factor to the participants”. But was there sense in the statement? In hindsight, there was a lot of sense. Let’s tell you why.

The workshop was designed around an outsourcing business scenario. The storyline we were given was:

A US government agency wanted to create more business and job opportunities in the market, and wanted to give a contract of manufacturing small boxes of different material (wood, steel etc) to third party vendors. The agency invited entrepreneurs to bid for the project. Entrepreneurs were required to register a company before submitting the proposal. The registration department had put some preconditions such as setting up of a few basic departments before submitting the registration application. For the purpose of the 2-day workshop, every hour was equivalent to a month.

First, some (say five) participants were selected to be the entrepreneurs / CEOs secretly by the workshop panel. All the entrepreneurs  started the required recruitment to build mandatory capacity and capability for registering their companies. The COO, CFO and other employees (all positions allocated to the rest of the participants by the workshop panel) were hired by the entrepreneurs after agreeing on salary/ stakes etc.

The next step involved presenting a case to equity investors for raising the required capital, so that relevant hiring could be completed and company could be registered by paying the stipulated registration fees. Although this step was not very easy, the workshop panel made it bit easier for letting the participant to at least register their companies and move forward.

Once the registration was done, the individual companies started building capacity before submitting the proposals to the client. This step again required some investments, and this time, the companies prepared detailed and stronger business cases and progress dashboards for presenting to the investors.  By that time, four hours i.e. four months had passed, and the companies were under further pressure of paying salaries and government bills (taxes, insurances etc).  An addition to the situation was the requirement to submit the quarterly financial reports “audited by designated agencies” to the government i.e. more money was required. All the companies were trying hard to raise capital, and were constantly developing relationships with the investors – Investors were Gods on the Ground.

Ah ha… some of the companies developed a bit of capacity and approached the client; they got a few small orders from the client. Moments to celebrate – companies were in a better position to approach investors again for raising more capital to fulfill the orders. Yes! More money, success was nearby!

Nope – four more hours i.e. four months went by. Alas.

The new bucket of cash given by investors was just sufficient to pay salaries, government bills and quarterly auditors’ fees. Not to worry – keep growing your relationships with the investors; relationships are the blessings. But the blessings were not working; although investors were pumping in the money based on relationships, progress, growth, potential etc, the situation was not improving.

Then a miracle happened – free contract size announced by the government agency i.e. based on company’s capacity and capability, any number of boxes could be supplied (ranging from 1 box to n boxes, where n could be any number really).

Wow! Everybody started making money, and everybody started scaling up as there was unlimited demand from the client.

 Well, everybody was rich by the end of the workshop – Happy Ending!

Then a session to analyze the entire exercise started. Executives started commenting about individual companies’ performances, right/ wrong strategies and good/ bad execution. Also, they started giving feedback to individuals in different capacities e.g. a person who acted as a CFO of a company was told about the gaps in his practice.

Now, the time had reached when the MD of our company was asked to comment about the entire exercise. After making general comments such as an amazing event, good participation etc, he said, “All of you had the wrong focus. It is not the investor who generates money for a company, but it is the client who makes an enterprise big. Sadly, the client was the most ignored person in this entire workshop. Forget this workshop: even in reality, very soon the companies lose customer centricity, and only the wrong focuses are left.”

Do we all know that customer centricity needs to be the top most focus? Of course we do, but do we all REALLY stay focused?