9 rainmaker techniques that help to deliver OSS/BSS transformations

If you’re a technologist (eg enterprise architect, developer, BA, tech PM, CTO, etc) who has been tasked with implementing significant technological and business transformation in a company accustomed to stasis or incremental changes, effective persuasion is crucial. We’ve spoken previously about the importance of rainmakers, how they’re the real heroes behind OSS-led transformations.

As described in the article link above, my perspective on rainmakers has drastically changed over the years. Being a technologist at heart, I’d never wanted anything to do with sales. I was so busy chasing additional tech skill-sets, knowledge and experience that I’d certainly never even considered what I might be able to learn from complex solution sales training. Boy, has that ever changed!

I’ve come to learn that complex solution sales (not only as a vendor selling to a network operator, but also internal staff pitching a project concept to their colleagues) is a foundational skill – both for getting an OSS transformation project started, but also to steer it through the many problems that arise in-flight.

You’ll notice that there are many sales, persuasion, story-telling and related rainmaker themes sprinkled through the list of (non) OSS books that have influenced me the most over the years.

If you’re responsible for getting an OSS transformation project approved and delivered, here are several advanced sales and persuasion techniques that could be tailored to your context:

1. Storytelling: Storytelling is an absolute foundation for initiating change in the world of OSS. Crafting compelling narratives that link the transformation to the personal and professional goals (and fears and pain-points) of colleagues / stakeholders is essential. Use stories to illustrate the benefits of the change, how it aligns with the company’s vision, and how it addresses current pain points. Stories and analogies have the potential to be far more memorable and impactful than mere data, numbers or technology-based solution diagrams
2. Empathy: Discover what truly matters to your colleagues and sponsors through one-on-one conversations or workshops. Once you understand their values, the challenges they face and their desires for the future, it gives a much better perspective of how / what to align your transformation strategy with. Yours is clearly not the only perspective. This type of collaboration and conversation gives you a much more holistic understanding of the problem space that you’re building a solution for
3. Social Proof (Case Studies, Methodologies, Testimonials): No OSS project is ever exactly the same as any other. Nor is it ever possible to foresee all of the unique challenges that will arise on any OSS project. Combining stories, analogies and methodologies – examples from other organisations and past projects (especially those in similar industries or with similar cultures) – that have navigated similar challenges to achieve successful transformations, can be incredibly powerful. This mix of proof-points reduces the fear of the unknown and the fear that insurmountable challenges will arise during the future transformation. Ideally, these proof-points will come from multiple sources, not just a single person (read also in combination with the following point)
4. A Guiding Coalition of Champions and Influencers: Identify and engage key influencers within the organisation who can advocate for the transformation. These should be respected individuals whose opinions are valued across the company. Their support can be pivotal in gaining wider acceptance. Network operators are often quite siloed in nature, but OSS/BSS projects touch almost every part of their business operations. One of the most important abilities of any rainmaker (internal or external) is to bring the silos together. There will always be conflicting priorities and resource allocation decisions to be made before and during an OSS transformation, so it’s important for key influencers to be engaged in the transformation story and vision
5. Incremental Commitment: It’s important to introduce the transformation in stages that are tied with release of business value for a variety of reasons. These include overcoming the multitude of fears facing sponsors and other impacted colleagues. It also includes the importance of demonstrating momentum and a line-of-sight to the transformed state. Start with pilot projects or proof of concept initiatives that require minimal commitment but show clear results. Success in these smaller initiatives can win over skeptics and build momentum for larger-scale changes. This builds on the concept of a “series of yeses.” It’s easier for stakeholders to say yes again if there’s already evidence of success stemming from an earlier, smaller yes
6. Framing and Reframing: An OSS/BSS transformation should be designed not just as an incremental improvement for tomorrow, but for 5-10 years into the future (as that’s the minimum life-span of the solution you’ll bring to life). It’s often difficult for stakeholders to project forward into what that future might look like. It’s therefore important to present the transformation in terms that resonate with your audience. For example, instead of framing a change as a complete overhaul, you might frame it as a series of ‘enhancements’ or ‘evolution’ to existing processes towards an exciting future, which could be more palatable. Alternatively, you might be trying to navigate the company off a burning platform
7. Consultative Selling: Whether an internally or externally-based rainmaker, adopt a consultant mindset, where your role is to guide, advise and assist, rather than to sell specific solutions. There is never a single perfect way to achieve desired outcomes via OSS transformations. Like the Empathy dot-point above, encourage dialogue, solicit feedback, and show how the transformation addresses the feedback and inputs from the team. Not only is this important from the perspective of getting a change project approved, but it’s also an important part of the change management journey towards (and beyond) transformation
8. Creating Urgency: Without resorting to scare tactics, clearly articulate what the costs of inaction could be. Highlight potential risks of not adapting, such as falling behind competitors, losing market share, or operating with outdated technologies that could become (or have already become) liabilities. The reality is that many organisations within the telco industry are sitting on a burning platform so a raft of fixes need to be adopted quickly. These fixes must be stood up urgently. The time for incremental change has already passed. We need drastic transformation quickly, but drastic transformation is scary for all involved. Positive persuasion is essential
9. Personalisation of Communication: Tailor your communications and presentations to the specific concerns and interests of each stakeholder group. What matters to IT staff will almost certainly differ significantly from what matters to sales or finance or operations teams. OSS/BSS are the engine room of every telco, as outlined in the diagram below. Therefore personalised empathy and communication is necessary across this diverse set of personas
   

Each of these techniques can help build a foundation of trust and interest, crucial for fostering the environment receptive to significant change. But, I’m still on a massive journey of learning OSS rainmaker skills, to transform the projects and the industry as a whole. I’d love to hear about the approaches you use that I’ve totally overlooked. Please leave us a note in the comments section below.