The value an organisation places on bidding is the primary indicator as to their current capability. Sadly, I see bidding, and the people who work on bids as their primary function being criminally undervalued and unappreciated. A thankless task you might say!
Best-in-class bidding organisations value bidding as business-critical within the overall business strategy, giving it equal importance with post-award activity such as implementation and project management.
Elevating bidding to this level involves a number of changes, primarily where bidding sits (ideally alongside sales and through the same reporting line) and the status of the people who work on bids. Full-time bid people should have a rank, pay grade and incentives package that reflects their contribution to the overall sales effort.
Part-time or regular bid contributors must have that aspect of their day-to-day activity reflected in the job descriptions, underpinned by the appropriate KPI’s and rewards.
A primary example of the above being put into practice is Computacenter, who have evolved there bid function into a recognised and valued Bid Practice, under the leadership of David Newsome. Their track record of major wins and contract renewals is best-in-class by any measure.