Shattering Proposal Myths: Myth 5 – Anyone Can Run a Proposal Effort
Scenario 1: The Government releases an opportunity worth about $5m annually. It aligns directly with Government Contractor ABC’s core work. With annual revenue of $70 million, senior management considers submitting a bid. They have a single proposal manager in the organization, and she is involved in two live bids. Senior management decides to bid, but elects to have a junior PM from the line organization run the opportunity.
Scenario 2: A small business, Company XYZ, draws about $15m annually in revenue from Government contracts. An opportunity worth $10M annually is released. Winning this bid would dramatically transform the company, but it requires a lot of work. The submission consists of 3 volumes and about 200 pages of content. The Senior Growth Leader, who has worked on proposals but never led one, decides he can take on managing the bid.
Most proposal professionals encounter these scenarios in their careers. It’s part of a wider (albeit diminishing) perspective that proposal development is simply a function and not a specialization. So what are the ramifications of this perspective? And, more importantly, how can proposal professionals overcome such narrow mindsets?
