Home | Columns and Articles | 4 Strategies of a Business Development Make-Over

4 Strategies of a Business Development Make-Over

 In Columns and Articles

Faced with the storm of change, firms in many industries are confronting some challenging economic times and are making major adjustments to survive, compete and ultimately thrive.

Doing business has never been easy, but winning now is rising to a whole new level of difficulty. Bidding everything that remotely matches up to your firm’s capabilities without gathering critical Intel, passively “farming” your current customers for more business, or merely tweaking your proposal process won’t provide the winning formula for revenue growth.

Your likely results are lessons that are too costly in time, personnel effort and budgets.

In the current business climate, the day of throwing proposal budgets at opportunities and driving to the bank are over. Many organizations have discovered there’s a critical missing link at the front end of Business Development processes caused by this changed landscape.

But how do you change the way you go about pursuing new business when being passive used to work so well, and for so long? How do you get an organization to change and to make this change stick?

The key to long lasting organization change is transforming the ingrained attitudes, beliefs, values or “mindset” of personnel through embracing these four strategies to change culture.

  1. Solidify management’s commitment to the new objectives, methods, expectations or roles and behaviors. Change starts at the top of an organization. Leadership must buy into every aspect of the need to change the status quo. Management must exhibit the desire for change and actively promote follow though if a transformation is going to last.
  1. Communicate to everyone that roles and expectations are changing, behavior has to change, and likewise their thinking has to change, too. To make a substantial shift, you have to transform the organizational “mindset.” Mindset is the ingrained attitudes, beliefs, values and approach to a situation. Changing a mindset needs to be done at the role level. Individuals need to introspectively evaluate their thinking in light of the role they’ve been working in, as well as the role they are now being asked to move to in the transformed organization.
  1. Install reinforcement and support systems to bolster changes, such as a process to win new business and training in this new system. It also requires strong leadership who dive in, exemplify and promote the change, not just giving it lip service.
  1. Provide training and insights into how personnel can adjust their thinking if they want to succeed in a new role.

Not everyone is prepared to change. So how can you deal with this?

  • Communicate the expectations in the new role, the new process, the requirements and the behavior required.
  • Provide professional development training for all individuals, especially for those team members who struggle with adapting to changes in their role.
  • Allow individuals to make their own decision to move ahead and embrace the changes or not. Give them the opportunity to volunteer or de-volunteer. Ultimately, only they can make change happen for them.

Everyone says they’re for change … they just don’t want to be changed.

There’s an old saying that rings true in this situation. When the pain of change is less than the pain you’re in … you will change. The origin of this saying is not clear; however it is based upon Herzberg’s Motivation Hygiene Concept, which proved people are more motivated to avoid a negative (pain) than to pursue a positive.

At some time in our lives, all of us finally realize that motivation starts first with dissatisfaction. The degree of that dissatisfaction and the ramifications of the situation generate discomfort. Only as that pain increases over time are you motivated and pushed to move forward. There is no growth without pain.

Change for the better always requires letting loose of the status quo … the traditional way of acquiring business. Moving ahead, learning a new process, dealing with frustrations, and even experiencing some failures, are better avenues than sticking with a previously accepted method, which no longer works in this new economy.

Change won’t begin until you seize the courage and mental discipline to immerse yourself in a certain amount of dissatisfaction about where you are at present, and finally realize your need to adjust.

Losing new business you banked on, watching your client base shrink and reporting flat or declining revenue are all painful symptoms of an organization needing a culture change … a Business Development “make-over.”

 

© 2015 MBDi. All rights reserved.

About MBDi:
Founded in 1979, MBDi is a global Business Development services firm headquartered in Charlotte, North Carolina, USA, providing expertise in Business Development best practices in the national security, defense, scientific, energy and engineering industries. MBDi’s mission is to transform our clients’ organizations and people into proven Business Development leaders by addressing the conditions and behaviors that assure positive culture change creating clear paths to success.

Recent Posts

Leave a Comment

Sign up to receive Articles!


Contact Us

Thank you for your interest in MBDi. Please fill out the contact form below and one of our team members will be in touch with you shortly.

0
In this White Paper you will learn:
  • The different psychological profiles of BD Majors verses BD Minors
  • Criteria to evaluate personnel for a BD role
  • Why behavioral psychology is a critical knowledge competency for success in Business Development
  • The four distinctive BD roles and how to understand, assess and coach those individuals critical to revenue growth
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • The eight-element approach to turning around revenue growth
  • Critical components for a high performing BD organization
  • Is it possible to change the culture of a BD organization?
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • What a new BD culture incorporates
  • Why BD culture change produces a greater return on investment than strategy
  • How external catalysts are critical to changing BD culture
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • Why trust is important in developing business
  • Why a client engagement process mapped to a qualification/disqualification phase is necessary
  • The three early shaping environments impacting your revenue results
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • What the true ROI is for training and development investments
  • How installing a purpose-driven client engagement process impacts pipeline quality
  • Why to fund education, coaching and professional development for effective customer engagement thinking and skills
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • The missing link in most Business Development processes
  • What is HUMINT® and why it's a critical component in intelligence gathering
  • How credibility in BD is determined by the level and type of questions asked
Your Information will never be shared with any third party.
Issue Paper:
  • Hiring retired senior military personnel for Business Development positions is a common practice in the Government Contracting industry. No matter how rational the custom of having retired military personnel call on their former subordinates now running government agencies or departments may seem, this scenario actually produces three troubling contradictions, one each from the individual, the corporation and the marketplace.
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • Key Indicators of Revenue Growth Stagnation or Contraction
  • Stovepipe to Strategic: Restructuring the Business Development Model
  • Steps for Implementation
  • Assess the Present State of a Business Development Organization
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • Indications of Business Development model problems
  • Business Development Strategy, Planning and Capabilities
  • Opportunity Identification & Qualification vs. The Crystal Ball.
  • Business Development Professionals vs. Door-Openers and Butterfly Catchers
Your Information will never be shared with any third party.
Issue Paper:
  • Few positions have the success of an organization weighing upon them like those in Business Development.
  • Once the hiring decision is made, a substantial and long-term investment of time and finance is required to launch the individual to the point where they are building relationships, qualifying and shaping opportunities and building a pipeline.
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • Do You Need a Special Ops Team of Super Hunters for Your Organization?
  • Should You Stand Up a BD Strike Team?
  • Characteristics of a BD Strike Team Leader
  • Stand Up and Deliver: The Strategic Advantage
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • A proven Intel Gathering Strategy to fortify decision-making and drive revenue results
  • The difference between companies that make good “Pursuit/No Pursuit” decisions and those that don't.
  • The five stages of the Intelligence Cycle
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • Lifting a page from the small company Business Development playbook can be a game-changing strategy in this transformed environment.
  • Game-Changing Structure Strategy
  • The Case for Professional Development
Your Information will never be shared with any third party.
Issue Paper:
  • Want to get inside your customer’s head and discover the real issues? Then go to the source and just ask!
  • Are you gathering Data or Source HUMINT ®
Your Information will never be shared with any third party.
Issue Paper:
  • Determining Barriers & Overcoming Obstacles to Growing Revenue in a Recessionary Economy
  • Moving the Needle in Tough Times
Your Information will never be shared with any third party.
In this White Paper you will learn:
  • Guidelines for leveraging products and services to international military/defense markets in Government Contracting.
  • Top Ten List for International Business Development Success in Government Contracting
Your Information will never be shared with any third party.