The developer development analogy (to OSS investment)

In a post last week, we quoted Jim Rohn who said, “You can have more – if you become more.” Jim was surely speaking about personal growth, but we equated it to OSS needing to become more too, especially by looking beyond the walls of operations.

Your first thoughts may be, “Ohh, good idea, I’d love to get my hands on some of the CMO’s budget to invest in my OSS because I’ve already allocated all of the OSS budget (to operational imperatives no doubt).”

We all talk about getting more budget to do bigger and better things with our OSS. But apart from small windows during capital allocation cycles, “more budget” is rarely an option. Sooooo, I’d like to run a thought experiment past you today.

Rather than thinking of budget as CAPEX, what if we think of the existing (OPEX) budget as a “draw-down of utilisation” bucket? The question we have to ask is whether we are drawing down on the right stuff. If we’re drawing down to deliver on more operational initiatives, are we effectively pushing towards an asymptote? If we were to draw down to deliver something outside the (operations) box, are we increasing our chances of “becoming more?”

I equate it to “the developer development analogy.” Let’s say a developer is already proficient at 10 programming languages. If he/she allocates their yearly development budget on learning another programming language (number 11), are they really going to become a much better coder? What if instead, they chose to invest in an adjacency like user experience design or leadership or entrepreneurship, etc? Is that more likely to trigger a leap-frogging S-curve rather than asymptotic result from their investment?

And, if we become more (ie our OSS is delivering more value outside the ops box), we can have more (ie investment coming in from benefiting business units). It’s tied to the law of reciprocity (which hopefully exists in your organisation rather than the law of scavenging other people’s cash).

This is clearly a contrarian and idealistic concept, so I’d love to hear whether you think it could be workable in your organisation.

The exposure effect can work for or against OSS projects

The exposure effect (no, not the one circulating through Hollywood) has a few interesting implications for OSS.

“The mere-exposure effect is a psychological phenomenon by which people tend to develop a preference for things merely because they are familiar with them.”
Wikipedia

In effect, it’s the repetition that drills familiarity, comfort, but also bias, into our sub-conscious. Repetition doesn’t make a piece of information true, but it can make us believe it’s true.

Many OSS experts are exposed to particular vendors/products for a number of years during their careers, and in doing so, the exposure effect can build. It can have a subtle bias on vendor selection, whereby the evaluators choose the solution/s they know ahead of the best-fit solution for their organisation. Perhaps having independent vendor selection facilitators who are familiar with many products can help to reduce this bias?

The exposure effect can also appear through sales and marketing efforts. By regularly contacting customers and repetitively promoting their wares, the customer builds a familiarity with the product. In theory it works for OSS products as it does with beer commercials. This can work for or against, depending on the situation.

In the case for, it can help to build a guiding coalition to get a complex, internal OSS project approved and supported through the challenging times that await every OSS project. I’d even go so far as to say, “you should use it to help build a guiding coalition,” rather than, “you can use it to help build a guiding coalition.” Never underestimate the importance of organisational change management on an OSS project.

In the case against, it can again develop a bias towards vendors / products that aren’t best-fit for the organisation. Similarly, if a “best-fit” product doesn’t take the time to develop repetition, they may never even get considered in a selection process, as highlighted in the diagram below.

7 touches of sales
Courtesy of the OnlineMarketingInstitute.

Funding beyond the walls of operations

You can have more – if you become more.”
Jim Rohn.

I believe that this is as true of our OSS as it is of ourselves.

Many people use the name Operational Support Systems to put an electric fence around our OSS, to limit uses to just operational activities. However, the reach, awareness and power of what they (we) offer goes far beyond that.

We have powerful insights to deliver to almost every department in an organisation – beyond just operations and IT. But first we need to understand the challenges and opportunities faced by those departments so that we can give them something useful.

That doesn’t necessarily mean expensive integrations but unlocking the knowledge that resides in our data.

Looking for additional funding for your OSS? Start by seeking ways to make it more valuable to more people… or even one step further back – seeking to understand the challenges beyond the walls of operations.

Keeping the OSS executioner away

With the increasing pace of change, the moment a research report, competitive analysis, or strategic plan is delivered to a client, its currency and relevance rapidly diminishes as new trends, issues, and unforeseen disrupters arise.”
Soren Kaplan
.

By the same token as the quote above, does it follow that the currency and relevance of an OSS rapidly diminishes as soon as it is delivered to a client?

In the case of research reports, analyses and strategic plans, currency diminishes because the static data sets upon which they’re built are also losing currency. That’s not the case for an OSS – they are data collection and processing engines for streaming (ie constantly refreshing) data. [As an aside here – Relevance can still decrease if data quality is steadily deteriorating, irrespective of its currency. Meanwhile currency can decrease if the ever expanding pool of OSS data becomes so large as to be unmanagable or responsiveness is usurped by newer data processing technologies]

However, as with research reports, analyses and strategic plans, the value of an OSS is not so much related to the data collected, but the questions asked of, and answers / insights derived from, that data.

Apart from the asides mentioned above, the currency and relevance of OSS only diminish as a result of new trends, issues and disrupters if new questions can not or are not being asked with them.

You’ll recall from yesterday’s post that, “An ability to use technology to manage, interpret and visualise real data in a client’s data stores, not just industry trend data,” is as true of OSS tools as it is of OSS consultants. I’m constantly surprised that so few OSS are designed with intuitive, flexible data interrogation tools built in. It seems that product teams are happy to delegate that responsibility to off-the-shelf reporting tools or leave it up to the client to build their own.

The future of telco / service provider consulting

Change happens when YOU and I DO things. Not when we argue.”
James Altucher
.

We recently discussed how ego can cause stagnation in OSS delivery. The same post also indicated how smart contracts potentially streamline OSS delivery and change management.

Along similar analytical lines, there’s a structural shift underway in traditional business consulting, as described in a recent post contrasting “clean” and “dirty” consulting. There’s an increasing skepticism in traditional “gut-feel” or “set-and-forget” (aka clean) consulting and a greater client trust in hard data / analytics and end-to-end implementation (dirty consulting).

Clients have less need for consultants that just turn the ignition and lay out sketchy directions, but increasingly need ones that can help driving the car all the way to their desired destination.

Consultants capable of meeting these needs for the telco / service provider industries have:

  • Extensive coal-face (delivery) experience, seeing and learning from real success and failure situations / scenarios
  • An ability to use technology to manage, interpret and visualise real data in a client’s data stores, not just industry trend data
  • An ability to build repeatable frameworks (including the development of smart contracts)
  • A mix of business, IT and network / tech expertise, like all valuable tripods

Have you noticed that the four key features above are perfectly aligned with having worked in OSSOSS/BSS data stores contain information that’s relevant to all parts of a telco / service provider business. That makes us perfectly suited to being the high-value consultants of the future, not just contractors into operations business units.

Few consultancy tasks are productisable today, but as technology continues to advance, traditional consulting roles will increasingly be replaced by IP (Intellectual Property) frameworks, data analytics, automations and tools… as long as the technology provides real business benefit.

A deeper level of OSS connection,

Yesterday we talked about the cuckoo-bird analogy and how it was preventing telcos from building more valuable platforms on top of their capital-intensive network platforms. Thanks to Dean Bubley, it gave examples of how the most successful platform plays were platforms on platforms (eg Microsoft Office on Windows, iTunes on iOS, phones on physical networks, etc).

The telcos have found it difficult to build the second layer of platform on their data networks during the Internet age to keep the cuckoo chicks out of the nest.

Telcos are great at helping customers to make connections. OSS are great at establishing and maintaining those connections. But there’s a deeper level of connection waiting for us to support – helping the telcos’ customers to make valuable connections that they wouldn’t otherwise be able to make by themselves.

In the past, telcos provided yellow pages directories to help along these lines. The internet and social media have marginalised the value of this telco-owned asset in recent years.

But the telcos still own massive subscriber bases (within our OSS / BSS suites). How can our OSS / BSS facilitate a deeper level of connection, providing the telcos’ customers with valuable connections that they would not have otherwise made?

Can you re-skill fast enough to justify microservices?

There’s some things that I’ve challenged my team to do. We have to be faster than the web scale players and that sounds audacious. I tell them you can’t you can’t go to the bus station and catch a bus that’s already left the station by getting on a bus. We have to be faster than the people that we want to get to. And that sounds like an insane goal but that’s one of the goals we have. We have to speed up to catch the web scale players.”
John Donovan
, AT&T at this link.

Last week saw a series of articles appear here on the PAOSS blog around the accumulation of tech-debt and how microservices / Agile had the potential to accelerate that accumulation.

The part that I find most interesting about this new approach to telco (or more to the point, to the Digital Service Provider (DSP) model) is that it speaks of a shift to being software companies like the OTT players. Most telcos are definitely “digital” companies, but very few could be called “software” companies.

All telcos have developers on their payroll but how many would have software roles filling more than 5% of their workforce? How many would list their developer pools amongst a handful of core strengths? I’d hazard a guess that the roots of most telcos’ core strengths would’ve been formed decades ago.

Software-centric networks are on the rise. Rapid implementation models like DevOps and Agile are on the rise. API / Microservice interfaces to network domains (irrespective of being VNF, PNF, etc) are on the rise. Software, software, software.

In response, telcos are talking software. Talking, but how many are doing?

Organic transition of the workforce (ie boomers out, millennials in) isn’t going to refresh fast enough. Are telcos actively re-inventing their resource pool? Are they re-skilling on a grand scale, often tens of thousands of people, to cater for a future mode of operation where software is a core capability like it is at the OTT players? Re-skilling at a speed that’s faster than the web-scale bus?

If they can’t, or don’t, then perhaps software is not really the focus. Software isn’t their differentiator… they do have many other strengths to work with after all.

If so then OSS, microservices, SDN / NFV, DevOps, etc are key operational requirements without being core differentiators. So therefore should they all be outsourced to trusted partners / vendors / integrators (rather than the current insourcing trend), thus delegating the responsibility for curating the tech-debt we spoke about last week?

I’m biased. I see OSS as a core differentiator (if done well), but few agree with me.

A career without OSS

Have you ever noticed that the biographies of almost every successful person contains the chapter(s) where everything goes disastrously? It seems inevitable that there are periods in our careers where things don’t go right, no matter how successful you are.

Interestingly my least successful project was also one that had only a very small OSS component to it. It was one of the triggers to starting PAOSS.com. PAOSS was a way to remain connected to OSS outside the demands of that day job.

That project may’ve been less successful, but it certainly wasn’t short on handing me lessons. It wasn’t the lack of OSS in that day job that made it less successful. I’ve done other telco projects that have given very different, valuable insights on OSS without being directly related to OSS.

I’ve recently had a number of job offers that have looked quite exciting. They’ve made me re-think whether I’d be better at my “art” (with PAOSS as the vehicle) if it wasn’t also my main career arc.

Derek Sivers has an interesting take on this here, “Do something for love, and something for money. Don’t try to make one thing satisfy your entire life. In practice, then, each half of your life becomes a remedy for the other. You get paid and get stability for part of your day, but then need creative time for expression.”

Contrary to Derek’s suggestion, do you combine your art with your job? If OSS is your job, what is your art?

Are your OSS better today than they were 5 years ago?

Are your OSS better today than they were 5 years ago?
(or 10, 15, 20 years depending on how long you’ve been in the industry) 

Your immediate reaction to this question is probably going to be, “Yes!” After all, you and your peers have put so much effort into your OSS in the last 5 years. They have to be better right?

On the basis of effort, our OSS are definitely more capable… but let me ask again, “Are they better?”

How do they stack up on key metrics such as:

  1. Do they need less staff to run / maintain
  2. Do they allow products to be released more quickly to market
  3. Do they allow customer services to be ready for service (RFS) faster
  4. Are mean times to repair (MTTR) faster when there’s a problem in the network
  5. Are bills more accurate (and need less intervention across all of the parties that contribute)
  6. Are there less fall-outs (eg customer activations that get lost in the ether)
  7. Are we better at delivering (or maintaining) OSS on budget
  8. Are your CAPEX and OPEX budgets lower
  9. Are our front-office staff (eg retail, contact centres, etc) able to give better outcomes for customers via our OSS/BSS
  10. Are our average truck-rolls per activation lower
  11. Are the insights we’re identifying generating longer-run competitive advantages
  12. etc, etc

Maybe it’s the rose-coloured glasses, but my answer to the initial question when framed against these key metrics is, “Probably not,” but with a couple of caveats.

Our OSS are certainly far more complicated. The bubble in which we operate is far more complicated (ie network types, product offerings, technology options, contact channels, more touchpoints, etc). This means more variants for our OSS / BSS to handle. In addition, we’ve added a lot more functionality (ie complexity of our own).

Comparison of metrics will vary greatly across different OSS operators – some for the better, some worse. Maybe I’m just working on projects that are more challenging now than I was 5, 10, 15 years ago.

Do you have the data to confirm / deny that your OSS is better than in years past?

PS. Oh, and one last call-out. You’ll notice that the metrics above tend to be cross-silo. I have no doubt that individual OSS products have improved in terms of functionality, usability, processing speeds, etc. But what about our end-to-end workflows through our OSS/BSS suite of products?

The unfair OSS advantage

My wife and I attended a Christmas party over the weekend and on the trip home we discussed customer service. In particular we were discussing the customer service training she’d had, as well as the culture of customer service reinforcement she’d experienced via leaders and peers in her industry. She doesn’t work in ICT or OSS (obviously?).

In our industry, we talk the customer experience talk via metrics like NPS (Net Promoter Score). However, I don’t recall ever working with a company that provided customer service training or had a strong culture of reinforcing customer service behaviours. Some might claim that it’s just an unwritten rule / expectation.

Conversely, some players in our industry go the opposite way and appear to have the mentality of trying to screw over their customers. Their customers know it and don’t like it but are locked in for any number of reasons.

As OSS implementers, the more consistent trend seems to be a culture of technical perfection. I know I’ve dropped the ball on customer service in the past by putting the technical solution ahead of the customer. I feel bad about that on reflection.

Perhaps what we don’t realise is that we’re missing out on an unfair advantage.

As Seth Godin states in this blog, “Here’s a sign I’ve never seen hanging in a corporate office, a mechanic’s garage or a politician’s headquarters:
WE HAVE AN UNFAIR ADVANTAGE:
We care more.

It’s easy to promise and difficult to do. But if you did it, it would work. More than any other skill or attitude, this is what keeps me (and people like me) coming back
.”

Could it be a real differentiator in our fragmented market?

5 principles for your OSS Innovation Lab

Corporate innovation is far more dependent on external collaboration and customer insight than having a ‘lab’.”
Andy Howard
in a fabulous LinkedIn post.

Like so many other industries, OSS is ripe for disruption through innovation. Andy Howard’s post provides a number of sobering statistics for any large OSS vendors thinking of embarking on an Innovation Lab journey as a way of triggering innovation. Andy quotes the New York Times as follows, “The last three years have seen Nordstrom, Microsoft, Disney, Target, Coca-Cola, British Airways and The New York Times either close or dramatically downsize their innovation labs. 90% of innovation labs are failing.”

He also proposes five principles for corporate innovation success (Andy’s comments are in italics, mine follow):

  1. People. Will taking people out of the business and placing them into a new department change their thinking? No way. Those successful in corporate innovation are more entrepreneurial and more customer-centered, and usually come from outside of the organisation.
    Are you identifying (and then leveraging) those with an entrepreneurial bent in your organisation?
  2. Commercial intent. Every innovation project requires a commercial forecast. To progress, a venture must demonstrate how it could ultimately generate at least €100 million in annual revenue from a market worth at least €1 billion, and promise higher profit margins than usual.
    The numbers quoted above come from Daimler’s (wildly successful) Innovation Lab. Have you noticed that they’ve set the bar high for their innovation teams? They’re seeking the moonshots, not the incremental change.
  3. Organisational architecture. Whether it’s an innovation lab or simply an innovation department, separating the innovation team from the rest of the business is important. While the team may be bound by the same organisational policies, separation has cultural benefits. The most critical separation is not in terms of physical space, but in the team’s roles and responsibilities. Having employees attempt to function in both an ‘innovation’ role and ‘business as usual’ role is counterproductive and confusing. Innovation is an exclusive job.
    I’m 50/50 on this one. Having a gemba / coal-face / BAU role provides a much better understanding of real customer challenges. However, having BAU responsibilities can detract from a focus on innovation. The question is how to find a balance that works.
  4. External collaboration. Working with consultants and customers from outside of the organisation has long been a contributor to corporate innovation success. Companies attempting a Silicon Valley-style ‘lone genius’ breakthrough are headed towards failure. P&G’s ‘Connect and Develop’ innovation model, designed to bring outside thinking together with P&G’s own teams, is attributed with helping to double the P&G share price within five years.
    Where do you source your external collaboration on OSS innovation? Dirty or clean consultants? Contractors? Training of staff? Delegating to vendors?
  5. Customer insight. Innovations solve real customer problems. Staying close to customers and getting out of the building is how customer problems are discovered.
    As indicated under point 3 above, how do you ensure your innovators are also deeply connected with the customer psyche? Getting the team out of the ivory tower and onto the customer site is a key here

Do you want dirty or clean OSS consulting?

The original management consultant was Frederick Taylor, who prided himself in having discovered the “one best way” which would be delivered by “first-class men”. These assumptions, made in 1911, are still dominant today. Best practice is today’s “one best way” and recruiters, HR and hiring managers spend months and months searching for today’s “first-class men”.

I call this type of consulting clean because the assumptions allow the consultant to avoid dirty work or negative feedback. The model is “proven” best practice. Thus, if the model fails, it is not the consultants’ fault – rather it’s that the organisation doesn’t have the “first-class employees” who can deliver the expected outcome. You just have to find those that can. Then everything will be hunky dory.

All responsibility and accountability are abdicated downwards to HR and hiring managers. A very clean solution for everybody but them.

It’s also clean because it can be presented in a shiny manner – lots of colourful slide-decks promising a beautiful outcome – rational, logical, predictable, ordered, manageable. Clean. In today’s world of digital work, the best practice model is a new platform transforming everything you do into a shiny, pixelated reality. Cleaner than ever.

The images drawn by clean consultants are compelling. The client gets a clearly defined vision of a future state backed up by evidence of its efficacy.

But it’s far too often a dud. Things are ignored. The complex differences between the client and the other companies the model has been used on. The differences in size, in market, in demographic, in industry. None matter – because the one best way model is just that – one best way. It will work everywhere for everyone. As long as they keep doing it right and can find the right people to do it.

The dirty consultant has a problem that the clean consultant doesn’t have. It’s a big problem. He doesn’t have an immediate answer for the complex problem vexing the client. He has no flashy best practice model he strongly believes in. No shiny slide deck that outlines a defined future state.

It’s a difficult sell.

What he does have is a research process. A way of finding out what is actually causing the organisational problems. Why and how the espoused culture is different from organisational reality. Why and how the supposed best practice solution is producing stressed out anxiety or cynical apathy.

This process is underpinned by a fundamentally different perspective on the world of work. Context is everything. There is no solution that can fit every company all of the time. But there’s always a solution for the problem. It just has to be discovered.

The dirty consultant enters an organisation ready and willing to uncover the dirty reasons for the organisation not performing. This involved two processes – (1) working out where the inefficiencies and absurdities are, and (2) finding out who knows how to solve them.”

The text above all comes from this LinkedIn post by Dr Richard Claydon. It’s also the longest quote I’ve used in nearly 2000 posts here on PAOSS. I’ve copied such a great swathe of it because it articulates a message that is important for OSS.

There is no “best practice.” There is no single way. There are no cookie-cutter consulting solutions. There are too many variants at play. Every OSS has massive local context. They all have a local context that is far bigger than any consultant can bring to bear.

They all need dirty consulting – assignments where the consultant doesn’t go into the job knowing the answers, acknowledging that they don’t have the same local, highly important context of those who are at gemba every day, at the coal-face every day.

There is no magic-square best-fit OSS solution for a given customer. There should be no domino-effect selection of OSS (ie the big-dog service provider in the region has chosen product X after a long product evaluation so therefore all the others should choose X too). There is no perfect, clean answer to all OSS problems.

Having said that, we should definitely seek elements of repeatability – using repeatable decision frameworks to guide the dirty consulting process, to find solutions that really do fit, to find where repeatable processes will actually make a difference for a given customer.

So if the local context is so important, why even use a consultant?

It’s a consultant’s role to be a connector – to connect people, ideas, technologies, concepts, organisations – to help a customer make valuable connections they would otherwise not be able to make.

These connections often come from the ability to combine the big-picture concepts of clean consulting with the contextual methods of dirty consulting. There’s a place for both, but it’s the dirty consulting that provides the all-important connection to gemba. If an OSS consultant doesn’t have a dirty-consulting background, an ability to frame from a knowledge of gemba, I wonder whether the big-picture concepts can ever be workable?

What are your experiences working with clean consultants (vs dirty consultants) in OSS?

Building an OSS piggybank with scoreboard pressure

“The gameplan tells what you want to happen, but the scoreboard tells what is happening.”
John C Maxwell

Over the years, I’ve found it interesting that most of the organisations I’ve consulted to have significant hurdles for a new OSS to jump through to get funded (the gameplan), but rarely spend much time on the results (the scoreboard)… apart from the burndown of capital during the implementation project.

From one perspective, that’s great for OSS implementers. With less accountability, we can move straight on to the next implementation and not have to justify whether our projects are worth the investment. It allows us to focus on justifying whether we’ve done a technically brilliant implementation instead.

However, from the other perspective, we’re short-changing ourselves if we’re not proving the value of our projects. We’re not building up the credits in the sponsor bank ahead of the inevitable withdrawals (ie when one of our OSS projects goes over time, budget or functionality is reduced to bring in time/budget). It’s the lack of credits that make sponsors skeptical of any OSS investment value and force the aforementioned jumping through hoops.

One of our OSS‘s primary functions is to collect and process data – to be the central nervous system for our organisations. We have the data to build the scoreboards. Perhaps we just don’t apply enough creativity to proving the enormous value of what our OSS are facilitating.

Do you ever consider whether you’re on the left or right side of this ledger / scoreboard?

An uncommon list of OSS books

Since reading the first book on this list, I’ve become a very avid and wide-ranging reader. The seeds sown by the book list below have immensely helped enrich the content you see here on the PAOSS blog and other PAOSS content.

You’ll begin to notice a very curious thing about this list though. There are only two books in the entire list that are actually about OSS. I have many OSS books in my library, but most struggle for relevance beyond the author’s frame of reference – they have been written from the specific technical experiences of the author, which are rarely transferable to other OSS. Either the technologies are now out of date and/or the details / terminologies were pertinent only to that OSS time and place. It’s one of the reasons that PAOSS content is specifically intended to abstract from technology and deliver insights, methodologies, processes and frameworks that have a broader relevance and greater longevity (hopefully).

The remaining books in the list have not been written with OSS in mind but definitely provide insights and perspectives that are transferable to the challenges we face in the OSS industry. In no particular order (except the first being the first…)

Rich Dad, Poor Dad Rich Dad, Poor Dad
by Sharon L. Lechter Robert T. Kiyosaki
This was the book that changed it all for me. Whilst its intent is to educate on personal finance, the effect it had was to lift my eyes beyond the purely technical. Like 95%+ of people in our industry, I had previously only ever focused on delivering the best technical solution I could with the assumption that this would deliver a great customer outcome. I now know that the challenges we face are far  bigger than that!
Insanely Simple: The Obsession That Drives Apple's Success Insanely Simple: The Obsession That Drives Apple’s Success
by Ken Segall
The greatest OSS (but non-OSS) book I’ve read. The first half of this book in particular delivers powerful examples of simplification at all levels of an organisation as experienced by an advertising executive working alongside Steve Jobs at Apple. The OSS and communications industry need more people who are able to wield the simple stick like Steve did.
Rework Rework
by Jason Fried, David Heinemeier Hansson
These gentlemen have built a strong business around the Basecamp project management suite of tools. In Rework, just like their blog at 37signals, they provide brilliant contrarian insights into how to run a software business… Or any business for that matter. Efficiency and simplicity are the mantra ahead of the Red-Bull fuelled heroics spouted by many organisations in the software industry. One of my all-time favourite business books.
Enchantment: The Art of Changing Hearts, Minds, and Actions Enchantment: The Art of Changing Hearts, Minds, and Actions
by Guy Kawasaki
Guy defines enchantment as, “the process of delighting people with a product, service, organisation or idea. The outcome of enchantment is voluntary and long-lasting support that is mutually beneficial.” If there was ever an industry that was in need of enchantment, it is the OSS industry right now.
Rain: What a Paperboy Learned About Business Rain: What a Paperboy Learned About Business
by Jeffrey J. Fox
An easy to digest story about a boy with a paper-route learning the key tenets of rainmaking, the ability to delight customers and make sales (and projects) happen.
The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience
by Carmine Gallo
There are two acronyms that pervade in the OSS / telco / tech industry; DBA (Death by Acronym) and DBP (Death by Powerpoint). This book provides some stunning insights into how to make a compelling presentation on your latest OSS project.
Killing Giants: 10 Strategies to Topple the Goliath in Your Industry Killing Giants: 10 Strategies to Topple the Goliath in Your Industry
by Stephen Denny
There are a number of goliath incumbents in our industry. However, I suspect that most of the required disruption is coming from the Davids of our industry, despite the burning platforms at the goliaths. Interesting reading for a different perspective on innovation and change.
Jack Welch & The G.E. Way: Management Insights and Leadership Secrets of the Legendary CEO Jack Welch & The G.E. Way: Management Insights and Leadership Secrets of the Legendary CEO
by Robert Slater
This book describes a number of key strategies for how Jack Welch pared back the weighty bureaucracy of General Electric upon his ascension to CEO. I suspect our industry needs similarly brutal change leadership to thrive into the future
The Best Service is No Service: How to Liberate Your Customers from Customer Service, Keep Them Happy, and Control Costs The Best Service is No Service: How to Liberate Your Customers from Customer Service, Keep Them Happy, and Control Costs
by Bill Price, David Jaffe
There is a distinct difference between the customer service models of the typical communications service provider (CSP) and digital service providers (DSP) like Google, Facebook, Amazon, et al. Most CSPs can only wish for the level of customer self-service that the DSPs enjoy. I was working on a project for a customer-facing business unit of a CSP whilst reading this book and the parallels were almost scary.
Essentialism: The Disciplined Pursuit of Less Essentialism: The Disciplined Pursuit of Less
by Greg McKeown
Think: Less but better. A motto for our industry, one individual at a time.
Anything You Want: 40 Lessons for a New Kind of Entrepreneur Anything You Want: 40 Lessons for a New Kind of Entrepreneur
by Derek Sivers
Derek Sivers was a professional musician before starting his own business, one that helped sell the CDs of the long tail of the music industry, musicians overlooked by the big labels. This might sound barely relevant to the OSS industry but there is an uncommon clarity in the way that Sivers views businesses, customers and delivery. Many of his thoughts really struck a chord with me (bad pun intended).
Brick by Brick: How LEGO Rewrote the Rules of Innovation and Conquered the Global Toy Industry Brick by Brick: How LEGO Rewrote the Rules of Innovation and Conquered the Global Toy Industry
by David Robertson, Bill Breen
Bespoke creativity took this icon of childrens’ toys to the brink of bankruptcy. Perhaps counter-intuitively, paring it back to the basic building blocks (another bad pun) allowed creativity and profitability to thrive at Lego.
Principles: Life and Work Principles: Life and Work
by Ray Dalio
Built around the principles that Ray Dalio codified at his company, Bridgewater Associates. Many of his principles of team and culture seem like common sense, but helpfully compiled into a single volume. Not all OSS teams have these principles mastered.
Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant
by W. Chan Kim, Renée Mauborgne
This book provides frameworks for shifting an organisation out of fragmented, highly competitive markets (bloody red oceans) into a unique market segment (blue oceans). I’ve even added some of the concepts in this book into a framework that helps my clients plot differentiated strategic roadmaps and product evaluations.
Leading Change Leading Change
by John P. Kotter
OSS projects are challenging to implement. Through harsh experience, I’ve learnt that even technically perfect implementations are prone to fail if the organisational change effort hasn’t been managed well. Whilst there are newer change management methodologies available, I still find that Kotter’s 8 steps provide a valuable framework for building OSS change management strategies around.
Everything Is Negotiable: How to Get the Best Deal Every Time Everything Is Negotiable: How to Get the Best Deal Every Time
by Gavin Kennedy
Introduces some fascinating negotiation tactics such as “The Mother Hubbard” (ie the cupboard is bare). There is more negotiation required in OSS than I first gave it credit for.
Endless Referrals: Network Your Everyday Contacts into Sales Endless Referrals: Network Your Everyday Contacts into Sales
by Bob Burg
In the early days of my career, I’d gone from one project to the next, with my head down focusing on delivery. This book opened my eyes to the value of staying in touch with past colleagues and adding value to my network. The results have surprised me so I recommend this book’s teachings to anyone who is purely tech-focused.
The Idea Factory: Bell Labs and the Great Age of American Innovation The Idea Factory: Bell Labs and the Great Age of American Innovation
by Jon Gertner
Put simply, this is probably the most inspiring book I’ve read in relation to the communications industry. The groundbreaking innovations (including OSS) that were developed within R&D powerhouses like Bell Labs during the 1900’s are staggering and something that we can barely even aspire to today. It’s no coincidence that the OSS Call for Innovation references this book
null Linchpin: Are You Indispensable?
by Seth Godin
A call to action to become a linchpin, someone who delivers in territory where there is no map / rule-book, someone who inspires those around them. OSS needs more linchpins.
Dangerous Company: Consulting Powerhouses and the Companies They Save and Ruin Dangerous Company: Consulting Powerhouses and the Companies They Save and Ruin
by Charles Madigan and James O’Shea
This book provides some insights into the best and worst of management consulting. It is a little old now, dating back to the late 1990’s but it had a significant impact on me when I read it in the 2010’s. It describes some of the unscrupulous acts / tactics / results that have lead to the poor reputation that consulting has in some circles. It also reinforced a strong belief I’ve always had in doing right by the client before the firm because building reputation and integrity ultimately benefits the firm anyway.
Made to Stick: Why Some Ideas Survive and Others Die Made to Stick: Why Some Ideas Survive and Others Die
by Chip Heath, Dan Heath
The term “stickiness” was popularised by Malcolm Gladwell in “The Tipping Point.” This book borrows the term and looks to explain why an idea or concept remains sticky. OSS tend to be so sticky, in many cases to the detriment of the customer experience, but our industry is also in desperate need for powerfully sticky new ideas and approaches.
The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It
by Michael E. Gerber
The ideas in this book are based on growing small businesses, but there are certainly take-aways for OSS. The biggest for me is the need for repeatability. We need to codify and systematise if we are to refine and improve.
Purple Cow, New Edition: Transform Your Business by Being Remarkable Purple Cow, New Edition: Transform Your Business by Being Remarkable
by Seth Godin
In a cluttered or fragmented marketplace, like OSS, it is difficult to stand out from all other suppliers. Seth Godin introduces the concept of the purple cow – when you’re on a long trip in the countryside, seeing lots of brown or black cows soon gets boring, but if you saw a purple cow, you’d immediately take notice. This book provides the impetus to make your products stand out and drive word of mouth rather than having to differentiate via your marketing.
Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration
by Ed Catmull, Amy Wallace
From the creative brilliance of Pixar Studios comes this book of how to cultivate inspired creativity. My biggest take-away was the amount of time and money Pixar spends on upgrading its hardware and software platforms between films…. unlike some of our OSS that are still rooted in tech from the 1990s.
The 4-Hour Workweek: Escape 9-5, Live Anywhere, and Join the New Rich The 4-Hour Workweek: Escape 9-5, Live Anywhere, and Join the New Rich
by Timothy Ferriss
Starts off strongly but drops away rapidly in the second half IMHO. The words of a friend of mine aptly paraphrase what Tim Ferris talks about in this book, “Only do what only you can do.” Prioritise your efforts on what make you truly unique and use other efficiency tools and/or engage others to do the rest
OSS Essentials: Support System Solutions for Service Providers OSS Essentials: Support System Solutions for Service Providers
by Kornel Terplan
Finally, a book that’s actually about OSS. Whilst covering some obsolete technologies, this is one of the very few OSS books that retains a longevity of relevance (it was published in 2001)
Million Dollar Consulting: The Professional's Guide to Growing a Practice, Fifth Edition Million Dollar Consulting: The Professional’s Guide to Growing a Practice, Fifth Edition
by Alan Weiss
Alan Weiss has the ability to cut through the waffle that’s offered in many consultancy how-to manuals. He provides insightful and often contrarian advice that will make you a more professional consultant, no matter what area of expertise you cover.
Mastering your OSS: Operational Support System Implementation Tips and Techniques Mastering your OSS: Operational Support System Implementation Tips and Techniques
by Ryan Jeffery
This is the best OSS book that I’ve written (so far), but with new material in the pipeline, watch this space for even better publications. It provides the frameworks, processes, insights and recommendations that will help guide you through the myriad of challenges, technical or otherwise, that you will face in the world of OSS.
Power Listening: Mastering the Most Critical Business Skill of All Power Listening: Mastering the Most Critical Business Skill of All
by Bernard T. Ferrari
Bernard Ferrari advises the use of the Pareto Principle to listening. In other words, spending 80% of the time listening and only 20% talking. It’s such an important trait for all technical resources, yet perhaps somewhat uncommon unfortunately. As the “hired gun,” there is a tendency to start firing from both barrels verbally as soon as you meet with the customer. But the most insightful insights are the ones that are understandable to the customer. They have to be relevant in terminology, desired outcomes, roles/responsibilities, respective capabilities, etc, etc. You only get that context from Power Listening.
The Click Moment: Seizing Opportunity in an Unpredictable World The Click Moment: Seizing Opportunity in an Unpredictable World
by Frans Johansson
Johansson also introduces the concept of the “smallest executable step” as a mechanism for harnessing the apparent randomness of our modern, rapidly changing world. He suggests that we make many small bets rather than one massive bet as a means of improving success rates. OSS are complex systems so any small deviation makes predictions of completion time, resources and cost difficult. As implementers, it’s our job to remove as much complexity as possible
 Harder Than I Thought: Adventures of a Twenty-First Century Leader Harder Than I Thought: Adventures of a Twenty-First Century Leader
by Robert D. Austin, Richard L. Nolan
More than anything else, one paragraph has stuck with me from this guide to project change leadership, “….once you start a company transformation, it’s like a stampede. If you try to lead from the front, you get trampled; if you try to lead from the back, you have no impact. Best to lead from the side by carefully nudging and turning the stampede to avoid everyone going over the cliff.”
Waging War on Complexity Costs: Reshape Your Cost Structure, Free Up Cash Flows and Boost Productivity by Attacking Process, Product and Organizational Complexity Waging War on Complexity Costs: Reshape Your Cost Structure, Free Up Cash Flows and Boost Productivity by Attacking Process, Product and Organizational Complexity
by Stephen A. Wilson, Andrei Perumal.
Amongst other things, this book introduces the concept of The Whale Curve, a model that breaks products into the profitable or the cannibalistic.
Cryptocurrency: How Bitcoin and Digital Money are Challenging the Global Economic Order Cryptocurrency: How Bitcoin and Digital Money are Challenging the Global Economic Order
by Paul Vigna, Michael J. Casey
You may (or may not) be interested in cryptocurrencies right now, but this book provides brilliant context for two concepts that are likely to have a big impact on future OSS – blockchains and smart contracts.

What have I missed? What should I be adding to my reading list? Alternatively, which books on the list do you think I’ve over-rated?

Your OSS – asset or liability?

An asset is something that puts money into your pocket every month. A liability takes money out.

Based on those very simple terms, is your OSS an asset or a liability? If a liability, does it aspire to be an asset? By that, I mean are you actively doing stuff to make it profitable in its own right, or are you happy to just apportion the cost of your OSS out across the “asset” business units every month?

The diagram below shows what is known as The Whale Curve. It provides a graph of the relative profitability of each product in your product mix. Both are generating revenues, but assets are on the left, liabilities on the right.
The Whale Curve

Can your OSS even be plotted on this graph or is it just dragging all the products down by cost apportionment?

Even if you are unable to productise your OSS, one simple mindset shift changes OSS asset perception – talk in business outcomes or results, never in deliverables or functionalities.

For example, a business outcome is,”our new OSS allows us to activate customer services (and turn on revenue) 5 days faster than our competitors (on average).” The same thing stated in functionality-speak is, “Our new OSS uses machine learning to automate the customer design and build process.”

One link in an OSS chain reaction

Have you ever experienced an event where you realised that you’d spent the previous 10+ years doing something wrong (or at least incomplete)?

I had one such experience last Friday during a presentation by Roger Gibson, a Partner at Infosys Consulting.

Now you all know that I’m a passionate spruiker of change management on OSS projects, mainly because one of the biggest reasons for OSS failure is the lack of CM. You may’ve even noticed a recent article here on PAOSS relating to the techniques we can use to influence change.

My entirely random guess is that about 95% of people in OSS focus primarily on the technical aspects of what’s being implemented, leaving only 5% who’ve grasped the significance of influencing change. My lightbulb moment on Friday came in realising that there’s actually also a 1% group (to be honest, it’s probably far less than 1%).

As an external consultant on most projects, I’ve generally figured that client representatives have far greater tenure and more ability to influence change within their organisation than me. My modus operandi has been to create change strategies and persuade the project team (plus key stakeholders) to start change initiatives as early as possible.

In effect, I’ve been delegating change responsibility. l now realise that’s not going far enough. It is MY responsibility to light the fire under every project I work on – to initiate the chain reaction.

Do you agree that it’s also YOUR responsibility to light the fire under every project you work on?
To quote Wayne Dyer, “It’s never crowded along the extra mile.”

The PAOSS Call for Innovation has been released

I’ve been promising to release an OSS Call for Innovation, a manifesto of what OSS can become – a manifesto that also describes areas where exponential improvements are just waiting to happen .

It can be found here:
http://passionateaboutoss.com/oss-call-for-innovation/
And you’ll also notice that it’s a new top-level menu item here on PAOSS.

Each time I’ve released one of these vision-statement style reports in the past, I’ve been pleasantly surprised to find that some of the visions are already being worked on by someone in the industry.

Are there any visions that I’ve overlooked? I’d love to see your comments on the page and spread the word on all the amazing innovations that you’re working on and/or dreaming about.

Do we actually need less intellectual giants?

Have you ever noticed that almost every person who works in OSS is extremely clever?
No?

They may not know the stuff that you know or even talk in the same terminologies that you and your peers use, but chances are they also know lots of stuff that you don’t.

OSS sets a very high bar. I’ve been lucky enough to cross into many different industries as a consultant. I’d have to say that there are more geniuses per capita in OSS than in any other industry / sector I’ve worked in.

So why then are so many of our OSS a shambles?

Is it groupthink? Do we need more diversity of thinking? Do we actually need less intellectual giants to create pragmatic, mere-mortal solutions?

Our current approach appears to be flawed. Perhaps Project Platypus gives us on alternate framework?

Actually, I don’t think we need less intellectual giants. But I do think we need our intellectual giants to have a greater diversity of experiences.

The OSS Think Big juxtaposition

I recently saw the advertisement below:

I’ve clipped only the last 10 seconds because that was the part that struck me. The ad is for BHP*, one of the world’s largest miners. The mining industry thinks in long-term projects because it takes many years to deliver results – for exploration, planning, approvals, for the infrastructure to be built and operationalised, etc.

Mining is “only” the process of pulling natural resources out of the ground, but despite all our complexities, mining projects tend to be far more complex than for OSS. The decade-long duration of projects means that technologies that were originally included in plans frequently become obsolete mid-flight and have to be re-planned. That means major contracts also need to be obsoleted and re-planned mid-flight. Work-force management has a completely different scale than for OSS.

Mining thinks in time-frames of decades. OSS transformations are planned in time-frames of years. OSS delivery, especially Agile deliveries, often only think in quarters (or much, much less).

In OSS, do we really Think Big?

But there’s a twist on this question. In the rare cases when we do think big, are we constraining ourselves by then following into the “deliver big” mindset too? In OSS, I’ve always felt that we deliver most efficiently when very small numbers of very clever people group together.

So there’s the juxtaposition with the clip above – Think Big… Think Small.

When you’re thinking of OSS roadmaps, what’s your thinking time-frame?

* For disclosure, I’m not an investor in BHP to my knowledge, but perhaps my super fund is.

OSS brand building with the simple stick

Today’s consumers want to get the best prices, but offering your brand at a discount can undermine profits and threaten viability. Smart brands utilize strategies to create and sustain a meaningful difference that helps consumers justify spending more.”
Nigel Hollis
, in his PoV on branding.

I once read a statistic that at one point Apple owned 6.5% of the total handset market, but accounted for 75% of the entire industry’s operating profit. Now that’s a premium brand!

Whilst some in the OSS industry may claim their brand is the strongest, none come close to having the fanatic customer base that Apple has built. This makes me ponder what it would take to create a truly premium OSS brand.

People buy a premium brand for the enjoyment it brings them, either in the experience, the status, the prestige, the satisfaction of having a need met efficiently and probably many other variants on these reasons.

Three questions for you:

  1. For how many customers is the OSS buying experience an enjoyable one?
  2. For how many customers is the implementation / integration experience an enjoyable one?
  3. For how many customers is the user experience an enjoyable one?

Actual customer experiences in relation to the questions above might be 1) Confusing, 2) Arduous and 3) Unintuitive.

I’m going to take a completely contrarian view because the status quo clearly isn’t working. This contrarian view focuses squarely on simplicity. It seems that our developers are always building new functionality. However, most of the OSS functionality that users will ever need has already been around for decades. Rather than new functionality, how about a focus on making old functionality vastly more simple?

Rather than with Engineers, how about beating OSS with the simple stick by engaging marketers, designers, artists, stylists – the creatives – to improve the three experiences above?