Bidding Health Check


Winning work for the Public Sector is a specialist capability and is underpinned by a level of organisational maturity which it is helpful to attain. For those who succeed, it offers a reliable source of revenue, in many cases transforming the credibility and perceived value of their organisation.


To help you understand what is necessary we have created a simple 10 question checklist, designed to help you prioritise your efforts. We recommend that you use this to survey those responsible and involved in your Public Sector sales and marketing efforts, to gain different perspectives of your capability maturity in this area.


Typically, those that are genuinely working at level 3, organisationally defined, or more across all of the 10 competencies achieve a bid success rate of over 50%.


To find out how best to use this tool and receive other useful insights, please complete this form:

Bidding Health Check

  • To win Public Sector contracts, organisations need to be of sufficient size and financial stability, have relevant experience and have polices and procedures in place to mitigate common risks. They will need to provide evidence such as DUNS number, Cyber Essentials, Policy Documents and Case Studies. They also need to understand what’s involved.
  • Increasingly, buyers are using frameworks as a more efficient route to buy products and services so presence on these frameworks is generally essential.
  • The UK Public Sector is huge with many buying organisations, each with their own strategies, policies and buying influencers. Outside of frameworks, all opportunities must be published openly and it is possible to waste time on opportunities which you have very little chance of winning. Success therefore requires a good understand of your customer and your potential competition.
  • Bidding is fundamental to public sector sales as all procurements must be fair, open and transparent driving an emphasis on the written word. Decisions are made by evaluation committees consisting of stakeholders with different perspectives as users, commercial experts and technicians.
  • Although the aim of the procurement process is to eliminate the influence of sales, successful companies find means to engage up-front and influence requirements in their favour, especially during the market engagement phases of the procurement process.
  • The public sector procurement process is such that detailed requirements are captured and published enabling bidders to respond based on a proposition which they will deliver, supported by current experience and case studies. This requires an ability to offer relevant propositions.
  • It is far easier to engage with public sector influencers when you are an incumbent and have the opportunity to speak to people in the organisation. It is vital to leverage this opportunity, plan ahead to understand and influence new opportunities and retain your contracts.
  • The delivery of social value is mandated in all public sector procurement and captures 10-20% of overall scores. It is therefore essential to consider this as part of your solution/ proposition design.
  • Public sector opportunities can be large and complex, requiring effective collaboration between partners and suppliers to win and deliver strategically critical contracts.
  • Success requires capable resources including people, systems.
  • These competencies and their associated maturity levels provide a practical framework for organisations to assess and enhance their ability to work effectively with the UK public sector. By focusing on these competencies and their corresponding behaviors, organisations can strategically develop their capabilities, improve their competitive advantage, and succeed in securing business opportunities within the UK Public Sector.