Chapter 19: Debriefings and Lessons Learned
This chapter addresses the critical and frequently neglected phase that follows the proposal
process thus debriefing after the award. Regardless of a company's success or failure in a bid,
they are required to attend a debriefing to facilitate learning, growth, and to enhance future
performance. Frey who is the writer mentions that provide information regarding the proposal
evaluation, point out the major concerns of evaluators, and steer future efforts in line with
customer requirements.
Important Points:
1. Purpose of a Debriefing:
For unsuccessful bidders, a debriefing provides an opportunity to examine what didn't work
or what the evaluators saw as mistakes or oversights in the proposal. However, Frey notes
that the winning bidders can gain considerably from debriefings, too. Being aware of why the
proposal won, what the clients valued, and where there were gaps can help streamline
approaches and preserve future successes.
The FAR (Federal Acquisition Regulation) mandates the government to provide debriefings
at request after contract award, especially for competitive proposals. Frey highlights that
professional, respectful interaction during the meetings can add to the contractor's reputation.
2. Requesting a Debriefing:
Firms must submit a written request for a debriefing within the time period specified in the
solicitation (typically within 3 days after notice of award). Requesting a debriefing in a
timely manner ensures the contractor's right to an effective discussion and can preserve rights
for a protest if necessary, although learning, not litigating, is the emphasis of this chapter.
The author advises the tone of the request and the follow-up meeting to be professional and
constructive. Contracting officials will be more likely to provide useful feedback if the
attitude of the vendor is cooperative and open, not combative.
3. Conduct of a Debriefing:
Debriefings are usually done face-to-face, by phone, or virtually. They are organized by the
agency and center on: factors used in evaluation, proposal weaknesses and deficiencies,
strengths and distinctiveness (particularly in successful proposals) and explanation of scoring
method or ranking.
Above all, debriefings are not to compare proposals or disclose competitor information. They
involve only the requesting vendor's submission. Companies should prepare in advance by
reviewing their proposal, seeing what problems they anticipate and taking with them concise
questions. Frey asks the participants to take copious notes and avoid emotional or defensive
answers. It is to learn, not to argue.
4. Internal Review and Lessons Learned:
Following completion of the debriefing, firms should immediately conduct an internal review
that would record key learnings and feedback, write down actionable improvements in
writing, pricing, team organization, or compliance, decide whether proposal themes and
approaches aligned with what the customer was concerned about and be stored in a
centralized "lessons learned" database.
The finest firms treat each lost or won proposal as a learning experience. Over time, such an
exercise refines proposal skills, enhances team performance, and reduces repeated mistakes.
5. Creating a Lessons Learned Database:
Frey suggests creating and sustaining an organized, accessible body of knowledge that ought
to be consulted regularly at kick-off meetings for new proposals. This guarantees that teams
learn from lessons and do not repeat past mistakes. It also aids in training and new proposal
staff onboarding.
6. Organizational Maturity
The chapter concludes with organizational maturity. Mature organizations consistently gather,
review, and use feedback from debriefings to improve their strategy and tools. They do not
view debriefings as isolated activities, but as part of business development.
Immature organizations, however, downplay or devalue debriefings. They overlook vital
lessons, blame losses on external causes, and fail to institutionalize learning. Such
shortsightedness limits expansion and erodes competitiveness in the long term.
Discussion Questions:
1. What are the most common mistakes companies make during or after a debriefing
session?
2. How can a “lessons learned” database help small businesses improve their win rate?
3. Why is it important for winning bidders to also participate in debriefings?
4. What strategies can help teams effectively internalize and apply feedback from
debriefings?
5. How might the tone and attitude during a debriefing can impact future relationships
with the agency?
