The RFP that Broke Me
“Please list all your major competitors and how your product compares.”
In my former life, I built and ran a team that responded to RFPs. I hired and worked with some amazing people that were so "detail-oriented" that I took that skill off my resume.
While RFPs and tenders may cause mixed emotions, I moved into the acceptance stage years ago and have focused on trying to turn them into the best possible tool and lingua franca for all parties.
Everyone knows that RFPs are often a formality
Vendors can read between the lines. It becomes pretty clear if it is wired for an incumbent, and any response, likely to take up hours across multiple teams, has a low win probability.
Wired RFPs are a way of life. If you have to periodically go to RFP but are thrilled with your vendor, there are a few approaches. When this is NOT the case, make it clear that an RFP is not being written for a single response. If the incumbent is delivering value, keep your options open without putting possible future vendors through an excessively complex process. Ask for the minimum: value proposition, case studies, and references. They are actually putting the incumbent solution to the test.
RFPs have a tone
Some can be down-right red flags. My industry is based on open-source software, so when I saw, “We prefer proprietary solutions over open source because we want more accountability,” I could tell what we were getting into. I read once, “We don’t believe in caching; the proposed infrastructure should not include a CDN.”
I’d respectfully raise issues with these opinions, but I understand people have had different experiences. However, in an RFP, these statements aren’t a discussion; they are a filter.
Strong but subjective opinions in a proposal are indicators that time may be spent in vain and give insight into what a long-term partnership would look like.
RFPs won’t solve internal issues
Just like a new Porsche won't fill that hole in your heart, any solution you bring in really depends on the implementation processes to succeed.
It is a common mistake to forget that the success of any new solution is dependent on clear objectives. If a company cannot clearly state desired outcomes or lacks the ability to cull the RFPs into a clear vision for implementation, the chance of success moves closer to random. In a sense, a good RFP defines the solution as much as it requests it.
Are we solving a workflow, governance, or structural problem, or are we implementing technology? Is there sufficient desire to change that ensures adoption will lead to success? Because of the lack of Project Management and Change Management consideration, any of a number of solutions could work, but they all will fail.
In conclusion, while RFPs can be a valuable tool for both vendors and clients, it's important to approach them with the right goals. There are always things to learn in the purchase process and use the RFP to hear about the landscape. However, don't knowingly take the competition for a ride; give them a fair shot. Ultimately, the success of any solution depends on more than just the RFP process, and it's essential to address any internal issues before embarking on a new project.
