Designing a Proposal Process

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Map a Right-Sized Path

Design a calm, repeatable process from capture to submission: Go/No-Go → Strategy (Blue) → Storyboarding (Pink) → Drafting → Finalization (Red) → Executive Check (Gold, if risk warrants) → Submit. Define roles early (capture lead, writer, reviewers, production) and set review gates with dates. Keep a living compliance matrix from day one. Time-box tasks into short, accountable blocks to prevent pile-ups in the last 48 hours.

Build the Story Before You Write

Lock the narrative with storyboards before heavy drafting. Clarify headlines, evidence, differentiators, and visuals per section. Integrate price and key assumptions into the storyline so value is explicit—not an appendix surprise. Draft to the storyboard to avoid rework, and maintain a running list of proof points (metrics, case studies, team credentials) so writers can drop in credible specifics fast.

Protect Quality, Schedule, and Risk

Thread quality loops through the schedule: quick proof passes, graphics checks, and compliance sweeps at each gate. Track assumptions, exceptions, and risks as you go; don’t wait for the end. Use Blue/Pink/Red reviews to strengthen strategy, story, and the final draft. Run a Gold review only when fee/scope elevate exposure—confirm terms, exceptions, price/margin, and readiness to sign. Finish with a production checklist and a submission rehearsal.

suggested KPIs for this topic

These KPIs help you design and actually use a repeatable proposal process. They focus on role clarity, tiered effort, disciplined scheduling, reviews, proofreading, and continuous improvement — so proposals stop relying on heroics.

roles, ownership & participation

  • Define who works on proposals (by role and discipline) and document their responsibilities.
  • Ensure every significant pursuit has a clearly named proposal manager or coordinator.
  • Train all involved staff on the proposal process and expectations, using Twennie units where applicable.
  • Reduce reliance on “one hero” doing everything by redistributing routine tasks.
  • Review role clarity annually and adjust responsibilities as the firm grows.

tiered levels of effort (minimal / usual / full)

  • Classify every pursuit as minimal, usual, or full effort immediately after Go/No-Go.
  • Use boilerplate and streamlined steps intentionally on minimal efforts to conserve resources.
  • Apply the full process only to high-impact, strategic opportunities.
  • Track win rates and stress levels across the three tiers to refine thresholds.
  • Regularly confirm that effort level aligns with strategic importance and realistic win chance.

go/no-go discipline & kickoff meetings

  • Conduct a structured Go/No-Go review for 100% of proposals above a defined threshold.
  • Record the rationale for “Go” decisions and revisit them if conditions change.
  • Hold a kickoff meeting for all usual and full efforts using a standard agenda.
  • Confirm who is doing what in the kickoff, including writing, reviews, and production.
  • Review the Go rationale briefly at kickoff so the team understands why this pursuit matters.

scheduling backwards & internal deadlines

  • Set internal deadlines by working backwards from the printing/production time, not the client due date.
  • Have contributors commit in the kickoff to specific internal due dates (no “I’ll try”).
  • Hold contributors accountable for agreed deadlines as seriously as project milestones.
  • Measure how often content is delivered on time vs. late and share results with leadership.
  • Reduce last-minute production crises by ensuring all content is complete before print preparation starts.

reviews, proofreading & quality control

  • Add structured reviews (Blue, Pink, Gold, Red) only to full-effort proposals, starting with Blue.
  • Make Gold Team reviews mandatory beyond a defined fee or risk threshold.
  • Schedule reviews early enough to allow meaningful edits, not just cosmetic changes.
  • Recruit a small group of strong proofreaders (“detail gods”) and give them a clear process.
  • Involve printing/administrative staff in defining the final steps to avoid last-hour surprises.

process documentation, rollout & continuous improvement

  • Draw your proposal process as a simple left-to-right timeline that everyone can understand.
  • Use templates, checklists, and messaging from your Proposal Process Package and update them for your firm.
  • Introduce the process through at least one training or workshop (e.g., “Race to Bid”).
  • Review the process at least once a year to remove steps that don’t add value and strengthen those that do.
  • Measure impact over time: fewer all-nighters, smoother reviews, higher win rates, and lower overall stress.

Choose a KPI from each category to move from ad hoc proposals and heroics to a repeatable, predictable proposal process — one that respects people’s time and produces stronger submissions.

Bluey pointing down