To all heads of BD, how easily can you answer these “simple” questions about your organization:
- How many deals are in your pipeline, and at what stage in deal-flow are each?
- Who are the best performers in the team for – number of leads sourced, number of leads triaged, number of CDAs signed, number of leads that reached contracting, number of deals signed?
- How long does your typical deal cycle last?
- At what stage do your deals get stuck most often?
- Are those deals stuck due to organizational bottlenecks and inefficiencies?
- Do you have a diligence team that can jump on a project and get ramped up quickly – i.e. do you have a curated list of functional experts?
- Do you have templated diligence assessments or have to build them (read: cobble together last minute) for each project – hence raising the risk of missed questions that can lead to gaps in evaluation?
- If your management/board/JSC asks for “top 5” deals presented as executive summary deck, how easily can you pull this information without pulling an all-nighter?
- Has/will your operational blindside lead to regrets analysis rather than win reports?
- A competitor signed a deal with that under-the-radar biotech, why did YOU miss it?
By now, all of us have been badgered with the term “data-driven organization”. We’ve seen that concept typically translated as loads of data floating about in disparate enterprise data storages/warehouses and systems, loosely connected by spreadsheets, emails and “productivity” tools. Such inefficiencies can not only cause headaches for corporate memory; particularly for BD teams, it could mean losing a deal. Are you prepared to answer these questions?
If you’re uncomfortable with these queries, or are stumped by some/many of them – an audit of your data-driven processes will be worthwhile.
Let’s collaborate to transform your BD practices.