Winning or losing in business, although exciting or disappointing, is a recognised risk or reward for simply operating. But what about those situations where winning or losing has a profound impact on overall business viability and in turn employees livelihoods and well-being.
It is those so called “must win” opportunities that require your best minds, your most expensive resource with the skills and experience so highly prized. But is that enough?
All too often, even with those must win opportunities, work starts too late and too little has been done to position for the opportunity before the “big guns” of the organisation are engaged in the heroic bid effort.
If an opportunity is a “must win” or more likely a “must-not-lose” then it will have been identified in the strategy as strategically important right? In that case, work must start well in advance of the technical “big guns” getting involved and a large proportion of the effort and budget should go into becoming preferred supplier (the “chosen one”) to secure that contract and future viability.
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