This document discusses conducting an appraisal of an organization's business development capabilities using the Business Development Capability Maturity Model (BD-CMM). It outlines the key activities involved in a BD-CMM Quick Start appraisal, including a training workshop, conducting an appraisal survey, reviewing documentation, performing interviews, and conducting case studies. The goal is to assess the organization's current maturity level against the BD-CMM, identify gaps, and inform an improvement plan to advance capabilities over time.
3. 3
Centralised or Decentralised
• Strategic vs tactical business winning
• How we allocate resources (and funding) to centralized vs decentralized functions
• Centralized organizations as providing better access to specialized expertise, being better able to
develop and maintain resources, and having greater capacity to address multiple needs
concurrently.
• The big concerns are greater overhead costs and propensities to become disconnected from
the BD needs of individual operating units
• Hybrid solution that centralizes some functions and decentralizes others. In this scenario,
organizations typically invest as much or more in the centralized staff as they do in staffing
BD/sales functions in each of the operating units, while disproportionately funding the
strategic pursuits for which the centralized organization is responsible and best suited.
4. 4
Rebids/Customer insight
surveys *
XX FTEs
XX FTE*
XX FTE*
XX FTEs
Metrics driven
reporting *
Market/Competitor
Intelligence *
Track OJEUs
Bid Collateral
Governance and
Review process
Sales force
Pipeline Mgt
Bid Management
Estimation
Solutioning
Sector BD
coordination *
Group BD Budget
Framework*
Best practices –
Commercial/Legal/
Proposal *
Knowledge
management
Planning/
Transition *
Proposal
Management
XX FTEs*
Commercial in Confidence
Sales *
XX FTEs*
Resource
planning *
Your bid engine?
5. 5
5
Strategy and Integration
Growth
Engine
Streamline Bidding to
Major Bids Team
and Volume Bids team in BU
XX FTEs*
XX FTEs*
XX FTEs*
XX FTEs*
Phase 1 :
Transformation period :
0- 6 months
Phase 2 :
Transformation
period :
7-12 months
XX FTEs*
XX FTEs*
XX FTEs*
Performance
Sales Operations
Major Bids Team
Knowledge Services
LEAN/Continuous Improvement
Bid
Engine
*FTE based on pipeline and
growth plans
Your growth engine?
6. 6
CEO
Estimating Solutions Bid Mgt
Sales
Operations
Transition &
Integration
Performance
Sales/Business
Development
CEO
Sales and
Marketing
Estimating
Solutions
Bid
Management
Sales
Operations
Knowledge Management/Continuous Improvement
6 month Transformation
Building Sustainable Growth
Current structure
Group Sales
Director
Central BD Structure – Before and After Phase 1 (0-6 months)
7. 7
Pre Sales and Business Winning Improvement Strategy
Envisioning
Understand BD opportunity
Create shared vision of growth
Enabling
Commit to BD capability growth
Plan projects & devote resources
Institutionalising
Implement best practices
Manage ongoing performance
Enhancing
Manage continuous improvement
Identify new maturity target(s)
Baachu BD Improvement Quick Start
Train core group in Best Practice Standad
Establish Business Development capability
baseline
Baachu’s BD Restructuring Implementation
Services
Translate appraisal gap analysis into needs
assessment
Collaborate through consulting, training,
and transition technology
Develop appropriate processes,
competencies, systems, and infrastructure
Define and deploy measurements
Baachu’s Post Implementation Services
Validate adopter’s maturity achievement
Support further capability growth
8. 8
Contents
Executive Summary
Establishing Context
Laying the Foundation for High Performance
Building Capability for Targeted Results
Gaining Market Leadership
How can you progress to benchmark levels?
Why does high maturity enable sustainable results?
Leveraging the Model for Success
Workshop Wrap-up
9. BD-CMM Strategic Objectives
Developed as a framework,
guide, and path for managing
and improving business
development processes
Provide a Framework
• Description of key BD elements
Describe a Path
• Evolutionary BD improvement
path
Provide continuous support
• Key practices for measuring and
managing BD performance
10. Four Interdependent Components
TOM
Role
Model
Process
Model
Tech.
Org. &
KPIs
Best practice Decision Points, Reviews
and Activities between Bid/No Bid Decision
and the customer’s contract award
decision
Tailoring guidance by opportunity type
Checklists and other tools to support
process execution
Roles mapped to the process model
Required competencies
Recommendations on how information can be leveraged to
improve proposal quality and/or reduce costs
Recommendations on where automation may be applied
(e.g. workflow, planning, governance audit and reporting)
Recommendations on organisational changes
to maximise performance
Measures of performance for management
reporting, to support continual improvement
10
11. BD-CMM Maturity Level 3 Characteristics
All business winning activities use an approved, tailored version of a standard process that is documented and
integrated into the organisation
Business winning activities .. are supported by well-defined, coherent systems for knowledge management (KM)
and process effectiveness
BD CMM – The Standard
11
12. Maturity Progression
12
A Maturity Level is achieved
when…
All goals for that maturity level
are fully met
All lower maturity levels have
been achieved
16. Advanced BD-CMM Capability at Levels 4 and 5:
market leadership, customer partnerships, and campaign management
Benefits to Business Position
BD-CMM Maturity at Level 3:
customer collaboration and capture management
BD-CMM Transitional Capability at Level 2:
improved proposal development and sales management
Improved Win Rate
at Reduced Cost
Reduced Program Risk
Increased
Capture Ratio
Reduced
Competition Risk
Defined (Level-3) Process for Optimising Results and Sustaining Performance
Strategic
Planning
Market
Alignment
Customer
Positioning
Capture
Management
Proposal
Positioning
Proposal
Management
Post-
Submittal
Activities
Contract
Transition
17. BD-CMM Benefits to Management
Improve predictability
More accurate projections of revenue
Increase control
More precise understanding of business
development costs
Enhance efficiency and effectiveness
Improve management visibility into BD operations
18. Appraisal Review Sequence
Prepare
Final
Report
Review
Documents
Analysis and Reporting
Data Collection
Planning and Initiation
Plan
and Scope
Project
Launch
Appraisal
Survey
Conduct
Survey
Perform
Case Studies
Conduct
Interviews
Triangulate
Appraisal
Data
Data Source #2: Objective Evidence – Individual Project Performance
Data Source #2: Objective Evidence - Documentation
Analyse
Initial
Findings
Data Source #3: Qualitative Organisational Input
Update Appraisal
Plan & Launch Case
Studies / Interviews
Data Source #1: Broad Organisational Feedback
Collect BD
Documents
Deliver
Final
Report
19. Organisational Considerations - a “Strategic Deal Hub” within GO
Greatest RoI by developing and focusing
expertise on STRATEGIC opportunities, via
an enhanced central hub within GO
Include a strengthened KM Function,
managing, updating and delivering KM
assets & actively sharing lessons learnt
Routine opportunities managed as
presently, with support from GO SDH as
capacity allows
GO SDH staff are candidate users for
advanced tools
GO
Strategic
Deal Hub
Writers
Graphic
Artists
Knowledge
Manager
Editors /
Proofreaders
Bid
Managers
19
20. Automate Workflow and Tools; Access Content via KM System
20
• Linkage to KM
Systems
• “Looks good but
did they answer
my question?”
• e.g. Compliance
Matrixes
• e.g. Worked
Examples
• Decision Points
• Outlook task
notification
• Action tracking
Embed
Process
Model
Workflow
into SFDC
Embed
Process
Toolkit into
SFDC
Provide KM
Assets at the
moment of
need
Do not
over-
automate
content
GO
Strategic
Deal Hub
Writers
Graphic
Artists
Knowledge
Manager
Editors /
Proof-
readers
Bid
Managers
Knowledge
Manager
28. Sample Assessments
28
PEOPLE ASSESSMENT
Weak in knowledge & application of
storyboarding
Weak in adherence to best practice
process
PROPOSAL ASSESSMENT
Below industry averages in competitive
discrimination
Below industry averages in compliance
TOM DESIGN CONSIDERATIONS
Step by step process guidance
Clear role accountabilities
Bring Competitive Intelligence to bear
Provide tools to manage and
communicate compliance and support
proposal quality assurance
29. 29
“We put a lot of effort into strategic planning and
annual business plans - then we bid on everything
that moved!” —Marketing Manager
Small A & E firm
The Wrong Way to Compete for Business
30. 30
BD-CMM Quick Start™ : Training Program (1/8)
One-day workshop
Overview of BD-CMM and how to apply and implement it
Audience
Executives, business developers, and other key individuals who will be involved in the BD-CMM
improvement effort
Purpose
Understand the model’s structure, vocabulary, and practices
Address fundamental implementation issues
Understand the role of appraisal and self-assessment in the improvement process
Materials
Workshop Manual
31. 31
BD-CMM Quick Start™: Appraisal Survey (2/8)
Purpose
Gather information on BD practices in the organisation
Broaden input base for 360-degree view of capability
Web-Based Survey of Key Stakeholders
Executives and Business developers
Project managers/operations personnel
Technical subject matter experts
Support staff (Quality, IT, Procurement, etc.)
Outputs
Self-assessment of maturity against BD-CMM key process categories (KPCs)
Gap analysis based on key indicators within each KPC
32. 32
BD-CMM Quick Start™ : BD-Baseline™ Summary (3/8)
Web-based survey instrument
Minimum system requirements
Access by website link, user ID, and password
Assessment of BD practices
Organised by BD-CMM goals
All responses on five-point scale
Typically, 30 minutes to complete survey
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33. 33
BD-CMM Quick Start™ : Documentation Review (4/8)
Purpose
Gain familiarity with existing business goals, BD environment and processes
Define current level of process institutionalisation
Range of documentation reviewed
Organisational goals and strategic plans
Process-related guidance
Artifacts of current processes, including pursuit plans, proposals, etc.
Additional items identified during interviews and case studies
Outputs
Determination of the level of commitment and ability to perform BD tasks based on extent of
process documentation and tools
Identification of secondary lines of investigation
34. 34
BD-CMM Quick Start™ : Interviews (5/8)
Purpose
Provide additional information on BD practices
Delineate organisational strategies, goals, and constraints
Interviews to learn issues and context
Special emphasis on executives and BD personnel
Representation from each survey category
Typically requiring 1-1.5 hours to complete, depending on role in process
Outputs
Detailed notes on process institutionalisation and implementation range of variation
Identification of relevant issues associated with business development environment and current maturity
level(s)
35. 35
BD-CMM Quick Start™ : Case Studies (6/8)
Purpose
Understand and document what the organisation considers “typical” business development
projects
Assess actual performance against processes, etc.
Case studies to assess adherence to processes
Group interviews with key members of pursuit projects
Emphasis on pursuits that typify the business development approach and organisational
behaviors
Samples from various groups within the organisation
Outputs
Documented examples of how the organisation actually implements business development
36. 36
BD-CMM Quick Start™ : Final Report Appraisal Findings (7/8)
Rate organisational performance in terms of BD-CMM maturity levels and individual process
areas (PAs)
Address strong and weak process performance issues within the organisation
No attribution to individuals
Identify areas needing improvement
Problem statement (of findings)
Probable causes
Business consequence
Provide recommendations to achieve the next level of maturity
Produce meaningful information the organisation can use to build BD competency
Consistent with business goals
37. 37
Benefits of BD-CMM Quick Start™ (8/8)
Core cadre with fundamental grounding in BD-CMM concepts, best practices, and
implementation strategy
Begins the process of organisational culture change
Builds commitment to BD-CMM improvement goals
Inventory of relevant best practices and gaps against BD-CMM goals and criteria
Establishes bases for building capability
Profiles organisational strengths and weaknesses
Initial maturity rating and prioritisation of capability needs
Provides an objective look at organisational maturity
Defines an improvement baseline
Yields definitive findings and recommendations
39. Our Vision is to be the world’s premier research driven, technology enabled sourcing capability partner achieving sustainable results for our customers, building fulfilling careers for
our people and earning a fair return on the value we deliver
We have organized our team into:
Growth and Operations Strategy
Business Winning and Commercial
Digital and Business Intelligence
Learning and Development
Our culture is based on five values – capability, creativity, credibility, connections and confidence. We call our values “multipliers” the combination of 5Cs that enables us to grow
and serve as a powerful integrated business. These values are the essence of how we behave, what we believe, what we expect, who we are, what we deliver, and what we exist for
As a ‘values driven’ business we are working towards our goal of educating 1 million children by 2040.
Why Baachu?
Baachu’ s solutions aimed to integrate growth and operational consulting, learning and development, bespoke research, data analytics, subscription products, bid and capture support to
enable our clients achieve their goals.
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