We're all busy with proposals...but, don't forget this critical step!
Most of the government contractors we talk to don’t do after-action reports (AARs). Frankly, it’s not hard to understand why. Preparing a government proposal can take weeks or even months. That means countless hours spent trying to decipher an RFP, way too many meetings, endless back-and-forth conversations with contracting officers, and probably more than a few sleepless nights.
Once your proposal is submitted, the last thing you want to do is think about what you and your team just went through.
But AARs are an invaluable part of growth as a government contractor. They give your entire organization an opportunity to reflect on the proposal development process while the experience is still fresh. Codifying the results of an AAR can also help future team members learn how to approach proposals effectively and avoid repeating past mistakes.
How to Conduct an AAR
Among those companies that do incorporate AARs into their bid processes, we’ve seen several different approaches. Some simply send out survey questions to team members once the response has been submitted, then share the compiled results for individual review. Others will have a formal meeting to assess the results as a team, and some will assemble the team and ask questions live, having a discussion after each one.
We’ve found that the most effective AARs are those that allow for transparent (which could mean anonymous) feedback, meaningful discussion, and a commitment to iterative improvement. There’s no single right approach and yours might change over time. The key is that you do the exercise.
What to Evaluate During Your AAR
An AAR should never be about pointing fingers or placing blame. Instead, it’s an exercise aimed at identifying and remedying deficiencies and coming up with strategies that will improve your chances of winning when the next RFP inevitably drops.
In general, there are four questions you should be attempting to answer during an AAR:
What was expected to happen? You probably won’t win the first time you submit an RFP response. In fact, for contractors that are still new to the proposal development process, simply getting a coherent response submitted on time might feel like a major success. Eventually though, you’ll have to win competitive awards if you want to stay in business. Your expectations for each response will inevitably reflect your team’s collective experience and your knowledge of the client and the competitive environment. Broadly speaking, an effective proposal development process is one in which all team members understand the nature and importance of the opportunity, as well as their roles, responsibilities, and assignments. Seasoned contractors are able to clearly communicate win themes and set clear and achievable timelines for each stage of the response. By taking a candid look at your personnel and processes before you get started, you can set appropriate expectations for your team and better anticipate where challenges might arise.
What actually occurred? Inevitably, the realities of the proposal development process will occasionally (or perhaps often) defy your expectations. Certain tasks might take longer than you anticipated, key personnel might feel rushed or overwhelmed, technology malfunctions might hinder communication. By the same token, some aspects of proposal development might unfold exactly as planned. During your AAR, ask each team member to share their unique perspective of the entire process from beginning to end. Submitting a bid can be mentally and emotionally exhausting, but encourage responders to strive for objectivity when reflecting on the experience.
What went well, and why? A flawless proposal development process doesn’t exist. That said, if you got your response submitted on time and in halfway decent shape, you have a solid foundation to build upon. Consider the aspects of your bid that you’re especially proud of and try to understand what you did to generate those results. Use these insights to guide you as you continue to formalize your process moving forward.
What can be improved, and how? Sometimes, the challenges you encounter during a response are unavoidable. Unanticipated personnel turnover, confusing or contradictory information from contracting officers, or unrealistic requirements that simply don’t match your capabilities aren’t issues that you should dwell on during an AAR. Rather, focus on generic elements that will be a part of every bid – things like tools, workflows, and information-sharing strategies. Don’t assume that you can or should solve every challenge before the next wave of proposals hits. Instead, come up with a remediation plan that addresses the most pressing systematic issues and commit to ongoing improvement. Identify a lead to hold team members accountable and meet regularly to ensure progress. Over time, your AARs will feel more like a celebration than a therapy session.
I've attached a template that we like to use - let me know if you have any questions or want to discuss.