In the dynamic world of business operations and project management, engaging external services or resources is often a necessary and strategic step. Whether it involves specialist expertise, temporary capacity, or innovative solutions, the market of suppliers is rich and multifaceted. But beware! Without thorough preparation, you run the risk of getting lost in a sea of ‘beautiful visions’ that, upon closer inspection, do not align with the hard realities of your organisation and its corresponding objectives.
It is a common scenario: an organisation facing a challenge in meeting its need for external personnel goes to the market and is subsequently guided by the supply that is presented. The tempting proposals from service providers paint a picture of excellent results, but the fundamental question remains: does this really align with our unique wishes and demands?
From market knowledge to organisational insight
Exploring the market is, of course, essential. It is even a must. You want to know what is possible, what new approaches exist, and how service providers view your specific problem. This phase of ‘market inventory’ is incredibly valuable for broadening your perspective.
But the crucial step follows afterwards: the evaluation of these insights.
Ask yourself critical questions:
- What exactly is being offered behind the enticing proposals?
- What concrete impact will this have on my organisation, including internal processes and teams?
- To what extent are the proposed solutions actually realistic and feasible within our context, our budget, and our planning?
The quality of this evaluation depends entirely on the quality of your initial brief and the information you presented to the market. If you yourself do not know exactly where the pain points lie, what the desired outcomes are, and what the preconditions are, suppliers will inevitably fill in what they think you need, which often coincides with what they prefer to sell.
The art of a good brief
The importance of good preparation cannot be overstated. It requires time, attention, and internal alignment to translate your needs into a clear, concrete, and sufficiently detailed document. Consider the following:
- Concrete goals: What is the measurable result you wish to achieve? (Not: “we want to innovate,” but: “we want to implement a working prototype of X within 6 months that leads to a 15% reduction in process Y”).
- Preconditions and context: Which systems must be used? What internal resources are available? What is the culture, and what limitations are there (for example, in the area of security or compliance)?
- Monitoring capabilities: This is crucial. Good preparation enables you to receive a proposal that allows you to monitor the correct execution. You do not want vague promises but concrete deliverables, milestones, and Key Performance Indicators (KPIs) and Service Level Agreements (SLAs) that can be periodically evaluated.
Once you have completed a solid preparation, you can then draw up a concrete, sufficiently detailed Request for Proposal (RFP), supported by the right context and information for the potential suppliers.
The added value of preparation
This process of internal reflection and documentation costs time and energy, but it will pay off for all involved parties.
- For the organisation: You receive clear proposals for suitable solutions. The proposals will be more comparable, making decision-making more objective and efficient. You can manage for results instead of hoping for the best.
- For the market parties: You present yourself as a serious, professional partner. This generates interest and leads to a meaningful, focused interaction, and ultimately to better, more tailored proposals.
So, know what you are asking for. Do the homework. Only then can you resist the temptation of beautiful visions and choose the right partner for a successful, measurable execution.
