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.

1. 1
Baskar Sundaram
Sales Operations

2. 2
2
Sales
Operations
CRM and
Reporting
Costing/Commercial
Account
Management
(Rebids)
Bid Production
Knowledge
Services
Governance and
Reviews
Bid
Management
Transition and
PMO
Legal
Solution Design
Systems and
Collaboration
Planning and
Performance
Strategy
Integration
Marketing and
Communications
Value Proposition/
Products team
Bid collateral
Customer insights
Sales/Business
Development
Market Analysis
Opportunity
Analysis
Generic Bid Engine Building Blocks

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

13. 13
13
© 2017 Business Development Institute International. All Rights Reserved
Challenge of “Ad Hoc” Operations
 “Performed” process
 No concept of formal process or sustained capability
 Characterized as ad hoc and occasionally chaotic
 Few processes defined
 Success dependent on individual effort and heroics

14. 14
14
© 2017 Business Development Institute International. All Rights Reserved
Promise of “Repeatability”
 “Managed” process
Focus on proposals and other activities at the point of
sale as primary drivers of BD process
Variation, project to project
 Basic management efforts
 Control cost, schedule, and functionality of
customer responses
 Necessary process discipline in place to repeat earlier
successes
 Still associated with individuals rather than
organizational BD competencies and systems

15. Maturity versus Results
Win
Rate
Capture
Ratio
Win
Rate
Capture
Ratio
Win
Rate
Capture
Ratio
BD-CMM Level-1/2 BD-CMM Level-3 BD-CMM Level-4/5
Legend:
 Win Rate = Number of Projects Won 
Number of Projects Bid
 Capture Ratio = Value of Projects Won 
Value of Projects Bid
BASE 30-35%
Decrement
Typical
30-35%
Increase
BASE
200-300%
Increases
Reported

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

21. 21
4
© 2017 Business Development Institute International. All Rights Reserved
Proven Improvement Opportunities
 Be more effective
 Increase win rates [# Bid ] and capture ratios [$ Bid ]
 Implement lessons learned (e.g., don’t repeat past mistakes)
 Become more efficient
 Respond more quickly to customer requests (RFPs, ITBs, etc.)
 Less labor-intensive work (e.g., avoid rework)
 Reduce “burnout” of people doing BD tasks
 Reduce subsequent delivery risk
 Others:
 -----------------------------------------------------------------------------------------------------
$ Won
$ Won

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© 2017 Business Development Institute International. All Rights Reserved
Improvement Program Planning
 Use self-assessment or appraisal to determine starting point
 Base your plan on findings from the starting point that you’ve determined
 Implement improvements through specific projects
 Identify needed resources
 Define your schedule
 Identify responsibilities
 Establish metrics
 Align resources based on priority of various projects

23. 23
43
© 2017 Business Development Institute International. All Rights Reserved
Common Action Items Required
 Build customer focus and solution development capability
 Increase consistency and rigor of BD management
 Strong BD leadership in terms of investment & resource allocation
 Coherent strategy for strategic vs. operational vs. routine pursuits
 Develop and deploy an initial BD quality program
 Develop needed organizational competencies
 Emphasis on proposal management and capture management
 Establishment of BD job family and career ladder
 Institutionalise the new BD process
 Including guidance on tailoring and application to head and wider offices
 Providing full definition of roles, responsibilities, and oversight
 Develop mature toolsets aligned with BD “concept of operations”

24. 24
45
© 2017 Business Development Institute International. All Rights Reserved
Improvement Change Management
 Carefully evaluate level-by-level improvement needs to determine resource requirements
 Define requirements and strategies for each project
 Prepare work breakdown structure (WBS) and network diagram with critical path
 Identify “quick fixes”
 Prioritize longer-term plans
 Prepare action plans (work packages) and bases of estimate for needed resources
 Consider political and sociological aspects of change
 Identify risks and contingencies

25. 25
48
© 2017 Business Development Institute International. All Rights Reserved
Implementation “Bottom Line”
 Senior management commitment to improvement is essential
 Growth from level to level requires cultural change
 Integrating Business Development into the enterprise cuts across functional silos
 BD-CMM improvements expose larger organizational issues
 Measurable outcomes tie BD improvements to an enhanced corporate bottom line
 Others?

26. 26
27
© 2017 Business Development Institute International. All Rights Reserved
Sample TM / B&P Resource Strategy
30%
Routine
(PWIN = 80-90%)
60%
20%
20%
10%
Operational
(PWIN = 70-80%)
30%
Type of Pursuit Relative Number
Strategic (PWIN = >50%)
Estimated relative Revenue Relative Investment
10% 50% 70%

27. Sample Defined Process Structure
27
Shaping
1a.
Plan Proposal
Closing
2a.
<<Present>>
2b.
Negotiate
2c.
Mobilise
Bid/No
Bid
Submit Contract
Outline Proposal
Lessons
Learnt
PHASE
STAGE
REVIEW
POINTS
DECISION
POINTS
Down-
select
Define Down-Select Confirmed
CRM
STATUS
On-Bid
Prefer
Win
1b.
Develop Proposal

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
B
B B
Ba
a e
e
s
se
el
li
in
n ™
™
B
B B
Ba
a e
e
s
se
el
li
in
n ™
™
B
Ba
a e
e
s
se
el
li
in
n ™
™

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

38. Roadmap to High Performance

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.
Contact us at: