Stop Chasing Opportunities. Start Shaping Them.
The Hidden Rules of Public Sector Buying: Part 7
Most suppliers approach the public sector with the same goal:
Find opportunities. Respond to them. Win them.
On the surface, that feels like the right approach.
But in practice, it keeps you in a reactive position.
Because by the time an opportunity is visible, much of the direction behind it has already been shaped.
This is part of our series exploring the hidden rules of public sector buying. Rules that many suppliers overlook and often realise too late.
The Limits of Chasing Opportunities
Chasing opportunities creates a very specific pattern of behaviour.
Suppliers:
monitor frameworks and tenders
track signals of upcoming projects
align activity to when something is expected to go live
Then, when the opportunity appears, they move quickly.
Outreach increases. Messaging is sharpened. Effort intensifies.
But this approach has a built-in limitation.
It assumes that influence begins when the opportunity becomes visible.
As we’ve already explored, that’s not the case.
By the Time You See the Opportunity, the Direction Exists
When a tender is published or a framework opens, the organisation isn’t starting from scratch.
They’ve already:
defined the problem
explored potential approaches
aligned stakeholders internally
and developed a view of what “good” looks like
That direction might not be final.
But it exists.
And it has been shaped over time through:
internal discussion
external exposure
and prior engagement with the market
So when you step in at that point, you’re not shaping the direction.
You’re responding to it.
Strategic Suppliers Operate Earlier
The suppliers who gain the most traction don’t rely on catching opportunities at the right moment.
They position themselves before those moments exist.
Not by bypassing procurement, but by being part of the earlier stages of the journey.
They:
engage when problems are still being explored
contribute to conversations before requirements are defined
build familiarity while priorities are still evolving
So when procurement eventually begins, they aren’t new.
They’re already understood.
What Shaping an Opportunity Actually Means
“Shaping” doesn’t mean controlling the outcome.
And it doesn’t mean influencing specifications in a narrow or transactional way.
It means contributing to how the problem is understood.
Over time, that might involve:
helping stakeholders think differently about a challenge
introducing new approaches or ways of working
framing what success could look like
becoming associated with a specific type of solution or outcome
This isn’t a one-off interaction.
It happens gradually, through consistent engagement over time.
What This Looks Like in Practice
Take a supplier working with NHS organisations.
A Trust is beginning to explore how to improve a particular area of service delivery.
At this stage:
there’s no formal requirement
stakeholders are still aligning
different approaches are being considered
A reactive supplier won’t engage yet.
They’ll wait for a signal that something is going to procurement.
A more strategic supplier takes a different approach.
They:
engage in environments where these challenges are being discussed
contribute insight as the problem is being shaped
become associated with that area of transformation over time
So when the Trust eventually defines its requirement, that supplier’s perspective is already part of the context.
Not formally written in, but informally recognised.
Now consider a supplier engaging with central government.
A department is working through how to deliver on a policy objective.
This involves:
translating policy into operational reality
aligning multiple teams
defining what success looks like in practice
This process can take months, often longer.
A reactive supplier waits for the programme to become visible.
A strategic supplier stays closer to the process.
They:
engage across relevant touchpoints
remain visible as thinking evolves
contribute to how the challenge is framed
So when procurement begins, they are not introducing themselves for the first time.
They are already connected to the direction of travel.
Why This Changes Outcomes
When you move from chasing to shaping, a number of things shift.
You:
reduce the need to compete purely on response
enter the process with familiarity already established
align more closely with how the requirement has been formed
This doesn’t guarantee a win.
But it changes your position significantly.
Instead of trying to stand out at the point of evaluation, you are recognised before that point.
And that recognition influences how your solution is perceived.
The Risk of Staying Reactive
If you rely purely on chasing opportunities, you are always dependent on:
timing
visibility of procurement
and your ability to respond quickly
You are stepping into a process that:
you didn’t shape
you didn’t influence
and where other suppliers may already have an advantage
Over time, that leads to:
longer sales cycles
lower win rates
and more effort required for each opportunity
Not because the market isn’t there.
But because your position within it is weaker.
Where This Plays out in Reality
For most suppliers, the shift from reactive to strategic isn’t about doing something completely different.
It’s about changing where and how they engage.
It means being present in the environments where:
challenges are being discussed early
ideas are being explored
and direction is being shaped over time
This is where suppliers move from being responders to being recognised contributors.
Platforms like DigiGov Expo and HETT Show provide part of that environment, enabling suppliers to engage with public sector stakeholders before requirements are formalised.
Alongside this, more targeted engagement through GovNet’s bespoke events allows suppliers to go deeper, contributing to more focused conversations as priorities evolve.
The value isn’t in a single interaction.
It’s in being part of the process before it becomes visible.
Final Thought
If your strategy is built around finding opportunities, you will always be reacting to something that already exists.
The suppliers who gain the most traction focus on something different.
They position themselves before the opportunity takes shape.
Because in the public sector, the strongest position isn’t responding well.
It’s being recognised before the response is even needed.
In the final part, we’ll bring everything together and look at what it takes to win consistently in the public sector over time.