Strategy

Our north star is to be the go-to arbiter of bid, proposal and capture best practice across the UK.

But what does that mean?

We want APMP UK to remain relevant to our members throughout their bidding careers and move with technological and environmental changes.

We want to provide the business winning community with credible thought leadership and be seen as an influencer in our field.

We want to support you, our members, in validating your professional standing, developing your skills in bid, proposal and capture management.

We want to broaden the conversation in terms of depth, breadth, quality and diversity, providing increased opportunity for you to engage with APMP UK.

We recognise that it is every increasingly important that you see value and relevance from your membership. The diagram below depicts our strategy.

VISION
"To be the go-to thought-leader in thge UK for bid-proposal and capture management"
MISSION
To be an authentic association, both current and forward thinking, who will broaden the discussion on bid, proposal and capture through meaningful communication and engagement.
MEASURES OF
IMPACT
Increase new certifications by 10% each year
27% new member growth and retain 75% of members
Increase sponsorship by 20%
INITIATIVE

Best practice

  • Thought leadership and best practice - webinars, articles, podcasts
  • Focus groups with authorities and associations to lobby government

Discussion

  • Delivering demonstrated benefit for members
  • Round table events for emerging trends
  • Surveys and polls

Competence

  • Increasing membership and professional certification levels
  • Corporate, strategic and executive sponsorship to bring more for members
  • PAS 360 endorsement
OUR SHARED
VALUES
Integrity
Trusted to do the right thing
Focus
On driving value for members
Curiosity
Exploring new ways of working
These questions ensure the decisions we make offer a tangible benefit. Building on this, and to ensure we achieve our strategy, our operations are aligned to business best practices through the formation of a Common Operating Model. This provides the principal architecture of what we do and how we do it and sets the culture to deliver the best value to APMP UK members wherever they reside.

As depicted in this figure, there are three tracks to the Common Operating Model, which support the four-question test:

Performance‍

Using a combination of qualitative and quantitative data, we focus on measuring our success. Whether that is member satisfaction through surveys, post event feedback or social media engagement data. How do we know if we are performing unless we measure?

Delivery‍

It is important that we keep our promises and commitments, so our initiatives all have a member benefit focus. Therefore, we will continue to challenge ourselves in the design of initiatives to ensure we are doing the right thing, like we do with the four-question test. This is paired with lean thinking where we will eliminate unnecessary activity and focus on continuous improvement. Ultimately, if we can do more, more efficiently, then we can drive increased member value.

Growth‍

A growing Chapter means we can do more for our members. Increased events, more learning and engagement opportunities, new initiatives and raising awareness through thought leadership. We will engage across the membership, industry, government, sponsors, providers and more to ultimately be at the cutting edge of our profession. By challenging the status quo, we will increase our outreach which broadens the conversation, increases diversity and ensures we remain relevant as our industry changes.

‍

So how does the Common Operating Model work in practice?

To deliver this, there are some structural and organisation changes that we have implemented. This includes adjustments to focus more on achieving the strategy to keep us accountable to our members, which will be seen in our half year and annual reports. Our organisational structure has changed through the introduction of new board positions and new volunteering opportunities. Additionally, the Common Operating Model recognises the need to support the personal development of our volunteers. Therefore, we will introduce initiatives exclusively for our volunteers to recognise their commitment to the Chapter and enhance their learning experience.