“You can’t grow long-term if you can’t eat short-term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is.”
Jack Welch.
When it comes to developing an OSS product, the balance of these two mindsets is always a challenge.
Does a particular customer requirement today make sense for the long-term product evolution of tomorrow? Managing short is easy but the product gets dragged along on customer whims rather than strategic direction. Managing long is easy but you potentially miss out on building advocacy from your scarcest resources – customers.
I’ve seen both long and short strategies in OSS product development. Neither have been successful. Finding the right balance means compromising without being too compromised.
Standing out in a highly saturated and fragmented OSS market can be really difficult. We’re regularly involved in bake-offs where we see dozens of OSS
One of the things I love about my job is all the vendor demos I get to see. Product demos are one of the four
Have you read the book, “The 4-hour work week” by Tim Ferris? It was one of those relatively rare books that inspired a complete mindset
Over the years, we’ve been involved in many OSS procurement events and have seen a variety of different pricing models proposed by vendors. Being software,
Here at Passionate About OSS, we are exactly that – Passionate About OSS (Operational Support Systems). We’re also passionate about BSS, NMS, or any other names you call the tools that help to operationalise your network.
