Selling SOA to the Enterprise. Technology Meets Business

Transcription

1 Selling SOA to the Enterprise Beverly Bammel ObjectWatch, Inc. Houston, TX, USA Technology Meets Business Every system will pass XLM documents inside SOAP calls and then I have no idea what this guy is talking about. not a pretty sight 2

2 Selling SOA to the Enterprise Agenda Challenges we Face Selling Technology Solutions Understanding Your Organization The Business Information Technology Creating a Compelling Message Developing a Relevant Presentation CxO and the Business Unit(s) Technology Team The Big Day Project Follow-up Summary Questions & Answers 3 Challenges we Face Selling Technology Solutions Challenges we Face Selling Technology Solutions 4

3 We re living in an age of technical confusion 5 Challenges Management and users are wary of technology promises Our ability to communicate technology issues is poor We must sell to multiple audiences 6

4 Challenges We often have no control over key factors that affect issues Business environment is volatile Technology budgets remain flat or reduced User expectations continue to increase while budgets and resources continue to decrease To respond and succeed, we must step out of our own comfort zones 7 SOA Challenges SOA requires full organizational adoption Few organizations see the need for extensive change Few organizations understand the need for collaboration across units To succeed, SOA must have executive buy-in and his/her conspicuous and on-going support 8

5 Reality SOA is sooooo good Strengths Sharing Reuse Agility Legacy systems enabler Cost-effect to deploy Lower risk* SOA 9 Understanding Your Organization The first step is to stop. There is much to learn. Test Time!! 1. What is your organization s Mission Statement? 2. List at least 2 of your organization s top competitors? 3. What is the top economic issue affecting your organization? 4. Which business unit has the highest profitability? 5. At what corporate level is your most influential business relationship? 10

6 Understanding Your Organization The Business Mission Statement Chief Executive Officer s annual focus statement Top competitors What are the top economic pressures affecting your organization? Your competitors? What direction has your senior management verbalized to address the issues? 11 Understanding Your Organization The Business Which business units are thriving? Which business units have rising stars? Who are they? Do they know YOU? If not, have you developed a strategy to meet them? Do you have a compelling message for the rising star that will entice them to meet with you? Which business units have new initiatives that need to be launched? How can you build a network of business allies that will keep you appraised of new initiatives? 12

7 Understanding Your Organization Technology Unit Test Time!! 1. What is Technology s annual budget? 2. Has the budget increased, decreased or remained flat? 3. What top 3 areas has your Chief Information Officer identified as priorities? 4. What is the number one technology complaint from the user s? 5. At what corporate level is your most influential technology relationship? 13 Understanding Your Organization Technology Unit Does the CIO know you? Does the CIO value your opinion? What are the top technology challenges in your organization? From what area(s) do you get the most user complaints? What does the user community think about Technology s services? 14

8 We must know our organization! Business analysis not our strong suit Hard to get firm numbers Hard to get face-time with business unit leaders or financial department 15 We must know our organization! Work-arounds Create hypothetical analysis that are eerily similar to your organization Create a scenario that causes interest in your business peer that compels them to share more information with you Use government examples as they are more readily available through research 16

9 We must know our organization! Corporate Culture Does your organization encourage dialogue across the aisle? How can you gather information in spite of business silos? Have you identified and groomed mentors who can assist you in gathering the information you need? Have you identified mentors who will introduce you to people who need to hear your story? 17 Gathering Information Look at organization s annual statement Search your website s News section Google searches 18

10 Gathering Information problems facing fiat group fiat group +cio fiat group +ceo internal conflict at fiat group most profitable business unit at fiat group 19 Gathering Information Talk to your marketing department Where has executive management been asked to speak? Ask for copy of their presentation What are the upcoming industry conferences that your management team will be attending? What is the focus of these conferences? Request a meeting with the Chief Financial Officer 20

11 Crafting Your Message Know your audience Their key issues/concerns Not as easy as it sounds! Be able to verbalize the benefits of your solution Couple your message with corporate or departmental goals 21 Crafting Your Message Be sensitive to the issues your listener is focusing on We hear solutions to the problems we ve identified If it s not our problem, we tend to tune the speaker out It s our job to help the listener understand that we have a solution to their problem(s) Can only be accomplished by truly knowing our listener and his/her needs 22

12 Crafting Your Message Address how your solution will impact Productivity Cost reduction Competitive advantage Describe short and long-term goals & benefits of the project Paint an action scenario that allows the listener to see the effects of your solution Sizzle 23 Crafting Your Message Know the pitfalls Do your homework! Search for all gotchas Know what can go wrong Know which departments are going to push back and know why the pushback Have a reasonable solution for obstacles Encourage input from your listener They can help you They often know things you need to know They are a potential supporter of your vision 24

13 Know Your Solution Carefully analyze problem and solution Document your findings Select low risk/high return first-project Develop deployment strategy Show timeline Articulate benefits Focus on the benefits from the listener s perspective Prepare a brief, concise presentation devoid of technical terminology 25 Trial Runs Preview ideas to trusted peer Seek areas you may have overlooked Find a strong but helpful devil s advocate Go out into business units Talk with the unit s stars Explain how your solution can assist them in reaching their goals Seek their buy-in Ask to quote them 26

14 Trial Runs Be able to articulate your solution without any acronyms Be able to explain your solution with nontechnical descriptions If your partner or tennis buddy doesn t understand you, it is likely your targeted listener will not understand you 27 Typical Technology Presentation 28

15 The Presentation CxO / Business No acronyms. None. None. None!!! Avoid technical terms. If a must, always have a practical example to clarify any unspoken uncertainty the listener may have. They don t want to admit they don t understand. Always be sensitive to this issue! Include success stories Google for stories especially competitor successes. 29 CxO / Business The Presentation Be able to articulate a clear understanding of business issues The problem The business environment The people issues The solution Costs Savings Risks Upside and Downside Be brief, concise Avoid over-promising Articulate solution objectively 30

16 Be an active listener The Presentation Repeat the listener s concern Verify that you understand their concern If you misunderstood, they will correct If you know the answer to their concern, express it; if not, defer Research Follow up Pace your presentation Leave openings for input from listener 31 The Presentation Technical Side Agree on definitions of terms Often a major obstacle in introducing new ideas Agree on top issues affect technology department This encourages dialog that may generate new information that you need to know Peer may gain confidence in your ability based on realizing you get the issues Peer may have valuable insight on issues you are trying to address Peer may become another champion 32

17 33 The Presentation Technical Side Prepare logical description of technology, deployment strategy and on-going support of solution Have some success stories on hand Ask for input, suggestions Listen to their comments Confirm that you heard them Follow up after meeting Have list of further reading materials available 34

18 The Final Presentation Have a marketing person review your presentation Brutally eliminate techie talk Practice, Practice, Practice In front of your mirror To a friend To your dog! 35 The Big Day You, the messenger Dress Poise Eye contact Presentation rhythm I love you 36

19 Presentation Follow up Always send acknowledgement after meeting Written note Mention pertinent comment/input listener made Thank listener for their time, their input List any outstanding action items Your action items Their action items Include action dates 37 Create Presentation File Add meeting to your file notes Tickler notes to help you continue to build your powerbase Date, time, name, position, new input, obstacles New contacts recommended by others Reminders of other issues to explore Memorable quotes that you can use later Keep this file updated Valuable information Useful throughout the life of the project 38

20 Project Follow up It is critical to continue communicating with decision makers who authorized your project! Set expectations Forewarn them of pending problems, roadblocks Provide routine, brief, factual updates Send decision makers success quotes from users Send them good news quickly and bad news more quickly Continue to position project as a business initiative not a technical project Highlight star performers and give credit to others who have earned it 39 Summary Takes a lot of work to sell technology Your solution is not just about the technology Requires a lot of preparation The information is available; you just have to be willing to persevere to obtain it Big attitude shift Opportunity for professional fine-tuning Communication skills Personal skills If you don t do these things, then step aside because someone else will 40

21 Thank you! Questions? 41