This is the disadvantage of author's knowledge. You know almost too much to make it simple to explain the idea and you can struggle to communicate the value proposition because it appears so obvious. The way around this is to see it through the recipient's eyes. Here's a handy checklist for what works:
1. Find the person with the problem
2. Establish what the pain points are.
3. State how F/OSS can overcome them – in simple messaging
We tend to forget that new ideas can be hard to conceptualise for users. Have you ever tried to explain what the internet is to someone who had no experience of it? Or why broadband would be better than dial-up? Or why wi-fi revolutionises the way we work? You need to get the point across using a common field of reference and by drawing upon analogies they can understand.
With the target audience in an enterprise (usually there is no one person) - it's the hive mind that must be persuaded and organically come to embrace an idea. Apply the ‘Tell, Show, Do’ approach: Tell them the facts; show the product working and get them to interact with it. Listening, watching and engaging – it's the best way to learn. When they play it back to you as ‘their’ idea you know you've succeeded.
And how do we make this stuff mainstream and not heresy? Well, that requires more of a book than a blog but here are some starters for ten:
- Identify the target audience(s). Who do you need to reach? CEO, CFO, CIO, CTO, CMO, COO etc and what are their needs and pain points?
- Influence the influencers - the one who has the ear of the CEO has the power.
- Think who needs to be brought on board (or at least needs to be socialised so they are neutral rather than a resister) e.g. Vendor Management, Procurement, Legal - and lay the groundwork to allay FUD.
- Think about the boss's boss. Who is really holding the problem or the target that F/OSS could help them with – they’ll be an important influencer and driver for change.
- Identify the messages that each group wants to hear e.g. “It's fully tested, it's well supported, it's run by NASA and the US Department of Defense etc.”
- Consider who has most to lose in any changeover. You will need to be able to overcome their objections – many of which will be made when you're not in the room – so make sure the full case and facts have been presented.
- Use well documented examples, ‘White papers’, case histories, ROI statistics.
- Start a knowledge programme and a message thread to promote active discussion and networking
- Consider how you can demo stuff to them. Most will have less than zero exposure to what F/OSS looks like (if they think it's server-side geekery that’ll be more than most know). For a CEO or a COO the distinction between proprietary software and F/OSS will not have entered their thinking – to them it's all just software.
If you're actively promoting open source software itself...
- Consider how F/OSS can wear the clothes (but not the practices) of conventional vendors. What on the website explains the positioning of the software – what it is, what it does and who it is specifically designed for? What need does it fulfil and what challenges does it solve?
- Explain how responsive you can be if a problem arises: how the software is supported, which independent integrators are partners.
- In the pre-sales period explain clearly how to set up a proof of concept and get it working with the minimum of time and hassle.
- Create walk-throughs, demos, videos, and documentation that is written with the target reader in mind.
(Also see Andrew Back's blog on this site at https://fossbazaar.org/content/reflections-year-foss-governance-bt and https://fossbazaar.org/content/packaging-foss-consumption to read how specific tactics have been used to build understanding and engagement and get F/OSS increasingly further up the general management agenda).
What we are doing is making the intangible tangible, giving an (emotional) sense of security and making our messages simple and benefit-orientated. “What's in it for me?” (WIFM) is the question to ask and keep in mind for your target. And when you get questioned by a CEO who appears to be difficult, remember that tricky questions show engagement with the subject and can be buying signals. When answered well (thanks to your anticipation and detailed preparation) each one becomes a step nearer the goal.
Finally, when you’re asked “So what is this F/OSS thing and why should we care?” - don't deliver a thirty minute lecture, instead try to be a thirty second evangelist. Be direct and to the point with a relevant sound bite... a short sentence that encapsulates what the benefit is to them.
It’s the approach that Madison Avenue ad agencies built their success upon – maybe we can learn something from the Mad Men after all.