BIM aims to:
- save time and money by highlighting potential clashes, so they can be designed out rather than having to be resolved part way through the project build;
- give clients confidence – they can see what they are going to get and have an input into the design stage of the process;
- simplify re-designs and modifications to suit changing needs during development and in service
The government is putting its weight behind BIM because it sees implementation as essential for long term international competitiveness in the construction industry.
One key lesson from this that can be applied in many ways is that meticulous forward planning and free-flowing communications between different partners are essential for long-term business success.
And the key question for bids and tenders?
Do rigorous forward planning and fluid communication characterise the way you approach tenders and, in particular, presentation and interview planning? Or, put another way, are you jeopardising your chances of business success by the way you prepare for your presentations?
Major tenders will frequently require input from several areas of your business: technical, commercial, legal etc. What’s your philosophy and approach: pull different specialists in as and when they are required for their specific input? Or do you create a system and a culture that keeps people informed and engaged right through the process?
Effective information sharing and collaboration means that potential issues are identified earlier and can be dealt with more efficiently. It’s difficult to repair a major flaw in your presentation when you’re getting close to the deadline. Even worse, how about being stuck for an answer on the day? Perhaps you could have pre-empted the question but the critical person in your team wasn’t aware of an important feature of the project requirements or the way your solution would work.
“We’ll have to come back to you on that” is not a statement that builds confidence.
And surely you also want to offer your specialists the maximum possible opportunity to input their full knowledge, experience and insights into your solution and the way it is presented.
Time for a bit of honest reflection
Have you ever been tripped up by a question that, between your team, you really should have been able to answer? Have you ever come away from a presentation or client interview thinking that there were aspects of the client’s needs that you hadn’t fully appreciated? Have you ever left a presentation knowing, deep down, that there were things you should have included in your pitch but didn’t?
A lot of the work I do with my clients involves helping them to anticipate exactly what their client is looking for, early on in the process. Early identification of the critical information means that answers are thoroughly researched, involving all the relevant people. The solution is then presented with confidence and questions are handled in a way that builds assurance, whether semi-formally or as part of a competitive dialogue process.
From time to time you might still get stuck for the best answer. But the point of designing and using a sound preparation process for client interviews is that you can always present a credible answer - and that having no answer or an inadequate answer never happens. Your process should also enable you to present your strengths and to do so in a way that corresponds with your client’s most important objectives.
Preparation and planning make persuasive presentations. Skills coaching and bid support. +44 (0)1963 240555 or firstname.lastname@example.org