Acquiring projects is a High-Profile job in most of the companies in the construction industry. The person who makes it happen soon climbs up the corporate ladder. The functional and technical person who gets engaged in acquiring projects soon gets promoted to a management role and even climbs to the executive position quickly. In other words, acquiring projects are far more valuable for companies than delivering those. But are companies handling project acquisition in the same valuable way? We shall address this question vis-à-vis the following reasons behind the valuation of project acquisition:
Simple answer, it is the mental distance between the company’s core competency and project acquisition that creates Business Development as company’s external activity (to their core business) even when the Business Development Officers are company’s internal employees.
The companies need to create integrated knowledge of project acquisition within their business operations and create controls in an integrated fashion. This reduces the employees mental distance between their core competencies and project acquisition, so that their employees are not outsourced-consultants.