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Publishing blog posts in WORD 2007.
Looks like a cool feature to me. You can check out the full story at Cnet.
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February 17, 2008
February 16, 2008
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Outsourcing as a tool to further IT-Business alignment.
Prashanth brings out rather well the disconnect between IT and Business. He says "Today across the whole IT Ecosystem the focus seems to be always about the technology/ code/version/contractors never are the conversations or focus really about the business and its needs /objectives priorities. ". The problem is in part because of the very nature of the contrasting expectations from IT. On one hand, business expects an efficient IT shop that can be run on a shoestring budget and on the other hand IT is expected to provide a means to competitive advantage. Navneet suggests the usage of sophisticated tools like Analytic Hierarchy Process and Balanced scorecard to bridge the gap. Offshoring the tactical 'run the business' stuff can actually help focus your internal IT staff on the more strategic mandate of changing the business. Taken to an extreme, IT's role gets transformed into being a 'consultant' to the business with the IT 'work' getting outsourced. You can even outsource the management of the outsourcing leaving just IT strategy, architecture and a few other must haves in house.
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February 10, 2008
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Go Obama go!
Three months into this country, I know little about the candidates or the issues, but one candidate speaks like he is already the President of the United States. Go Obama go!
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February 9, 2008
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Clothes make the man-An executive summary makes a proposal
"Clothes make the man" said Mark Twain. A great executive summary can makes a good proposal look great. An EC is intended for the executive, the decision maker. It's a summary of what you have to say for the executive. A good executive summary should in under 60 seconds convey the value proposition in such a way as to pique executive interest and put you ahead in the buying cycle. Yes, if there is one thing an EC is supposed to do, it is to SELL! A proposal might inform, educate or describe, but an executive summary should primarily be designed to sell. Here's my anatomy of a great EC.
Establish connect. Get the executive’s attention.
One favorite trick of mine is to put quotes from top executives of my company and the customer company side by side. The quotes should echo a common strategic priority, theme or vision and should be central to the proposal. The underlying message is “Deep down we share the same values and live true to the same spirit”. This also serves to differentiate the proposal from the standard “start with the problem statement“ platitude that can literally put executives to sleep. You have got attention. Good. Now, on to the problem statement.
State the problem in a way that goes beyond what is present in the RFP.
The trick here is the big picture. See if you can speak to people in the client’s company (of course while keeping in mind obvious restrictions), look up their website, read up industry newsletters. Basically anything that helps understand the drivers and pain points a little better would help you go beyond the obvious. A more intimate definition of the problem helps a great deal in differentiating your solution. Most large companies have some broad theme that is the focus area for the year and the flavor of the season. It could be efficiency, people, customer or anything else, but it is important to know this and tie in your problem with the bigger overlying theme. The result is that you are stating the problem in a manner that the executive can really relate to and also letter her know that you are ready to go the extra mile. The problem statement should make her sit up and think of you as a true strategic partner- some one who really understands.
Deliver the killer punch
The killer punch has two aspects. The logical and the emotional. The logical part comes when you establish credibility by marrying the problem statement to the pain areas and the pain areas to your strengths. If you feel high legacy maintenance cost is the biggest pain area, speak about the specific ways by which you can reduce the cost-offshoring, reduced cycle time, and improved processes. Essentially turn your company’s individual competencies to hit this pain point weaving a consistent and focused value proposition. Finally end with a promise. This adds the emotional edge that your value proposition needs. Give out quantitative figures that you are willing to commit to if you can. Before you sign off express gratitude and the fact that you would be delighted if awarded the contract. Which client would not trust a vendor who truly understands, is willing to go the extra mile in doing so and gives a promise that are credible ?
Establish connect. Get the executive’s attention.
One favorite trick of mine is to put quotes from top executives of my company and the customer company side by side. The quotes should echo a common strategic priority, theme or vision and should be central to the proposal. The underlying message is “Deep down we share the same values and live true to the same spirit”. This also serves to differentiate the proposal from the standard “start with the problem statement“ platitude that can literally put executives to sleep. You have got attention. Good. Now, on to the problem statement.
State the problem in a way that goes beyond what is present in the RFP.
The trick here is the big picture. See if you can speak to people in the client’s company (of course while keeping in mind obvious restrictions), look up their website, read up industry newsletters. Basically anything that helps understand the drivers and pain points a little better would help you go beyond the obvious. A more intimate definition of the problem helps a great deal in differentiating your solution. Most large companies have some broad theme that is the focus area for the year and the flavor of the season. It could be efficiency, people, customer or anything else, but it is important to know this and tie in your problem with the bigger overlying theme. The result is that you are stating the problem in a manner that the executive can really relate to and also letter her know that you are ready to go the extra mile. The problem statement should make her sit up and think of you as a true strategic partner- some one who really understands.
Deliver the killer punch
The killer punch has two aspects. The logical and the emotional. The logical part comes when you establish credibility by marrying the problem statement to the pain areas and the pain areas to your strengths. If you feel high legacy maintenance cost is the biggest pain area, speak about the specific ways by which you can reduce the cost-offshoring, reduced cycle time, and improved processes. Essentially turn your company’s individual competencies to hit this pain point weaving a consistent and focused value proposition. Finally end with a promise. This adds the emotional edge that your value proposition needs. Give out quantitative figures that you are willing to commit to if you can. Before you sign off express gratitude and the fact that you would be delighted if awarded the contract. Which client would not trust a vendor who truly understands, is willing to go the extra mile in doing so and gives a promise that are credible ?
Account Management Client Management Selling
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Proactive proposals: A continuum
I got into an argument yesterday with a friend who works in sales on what constitutes a proactive proposal. Here's my line of argument. Proactivity revolves around four key aspects: The business problem, the business solution, the IT problem and the IT solution. Most projects or programs fall into a 'proactivity continuum' starting with the lowest level (both IT problem and IT solution defined by customer) to the highest level (both business problem and business solution is defined by the vendor).
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