Winning hearts and minds (WHAM) is an ideal of influence that aspires to be utilised in the stead of military action but in certain instances is employed in conjunction with the use of force. In the ideal, however, one side seeks to prevail not by the use of superior force, but by making emotional or intellectual appeals to sway supporters of an opposing or divergent side.
This is not a new concept and has been tried out in the field from the Malayan Emergency (with success) to Afghanistan with mixed results! Ideologies, attitudes, morality and loyalty sit higher in Maslow’s Pyramid of needs than food, shelter and security. Winning hearts and minds is only possible when approached from the belly up! it is Maslow.. it is simple.
To make it simpler still; no one can win the heart and mind of an individual who is impoverished and struggling to meet the basic needs of food, shelter and security for him/herself and his/her family. Unless and until the basic needs* of the impoverished social class are addressed reaching hearts and minds is going to be a tall order, rendering winning them over near impossible.
It is with this premise that Peace Through Prosperity approaches reaching hearts and minds from the belly up! by empowering the generationally poor, the displaced (those most vulnerable to be recruited by ideology or coercion by extremists) with the ability to build a better future for themselves by their own hands. Peace Through Prosperity provides and promotes an entrepreneurial approach to Winning Hearts & Minds by engaging with the bottom most rung of the enterprise ladder in society.
The underlying premise of our approach is that petty crime, more serious criminal undertakings, and acts of terrorism can be largely addressed if not eradicated by the creation of opportunities, personal security, and wealth in society. We believe in helping those who help themselves with knowledge, skills and resources so that they are empowered to build a better future.
To sway supporters and sympathizers of extremism we need to provide the disenfranchised, displaced communities affected by conflict or in contact with its ideology with alternative safety nets and opportunities to better their lot.
*from Maslow’s order these being: food, shelter, security.
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At the start of my many short journeys back in 1999 I set myself and my team a mission; to identify a market where we could do better than the incumbents, design products to address the needs more effectively, add value, take the identified market by storm with our products, services and their support, maintenance and upgrades, challenge the dominant player openly and brazenly, radically change the established pricing model, create and maintain a dominant position in that market, nurture and maintain a brand for each individual product, ensure the product brands are recognized for their innovation, responsiveness and unparalleled support.
Then spin off the products arm as a separate entity or sell the products to an established player or one looking to establish themselves in that market. The idea being to create an investment loop from one set of products and services to fund new product investments as opportunities are identified.
My team and me did exactly that (it took us longer than expected to get to the first ‘winning’ product but…), we achieved this with a number of products the talent management space in health and social care verticals.
The products designed, built and continue to maintain and support went from being prototypes being presented to thought leaders in the sector to online software services used by 1,500,000 plus users in the National Health Service and Local governmental bodies in the United Kingdom. Having created a significant footprint in the chosen verticals I knew it was time to either spin off or sell of the products to someone who could do them even more justice whilst remaining true to the original vision. Meaning I would be free to repeat the process all over again but this time with more investment and an on the job MBA!… or to start another journey doing something different.
In April 2011 Ikonami’s products along with the vehicle used so far in the journey (Ikonami Ltd UK) were sold to Electric Word Plc, and a new relationship was formed. Electric Word plc bought the talent management products suite and retained the services of one of the directors of Ikonami; Arif Ahmed. And better yet retained us in a long term contract to continue support and maintenance of the products and to provide additional software services.
What was Ikonami Ltd has now been re-branded as Radcliffe Solutions Ltd and the Ikonami brand has transitioned to another vehicle to continue with its journey; Ikonami Technologies Ltd.
Along this leg of my journey I learned many lessons, from product ownership and company structure to managing resellers and partners, avoiding exploitation from the larger fish, to fighting off the competition and their lobby groups and much much more…there were painful lessons, some costly ones, some doH! moments and many awesome ones!
Having done so I am repeating the adventure but with a difference; not to make the same mistakes again, to learn from my many small journeys, implement the positives, manage the risk of the negatives and avoid the silly. And where possible share the learnings with our clients, suppliers, partners and peers.
Other than being a world class software services partner my team and me are here to share our experiences with our clients, to guide and assist them in not just the technical aspects but to provide advise on all aspects of their own adventure, for in their success is ours.
Recently I was reading an article in a mainstream broadsheet that there are fewer opportunities now than there were 20 years ago, I strongly disagree for good market research and innovative product/service development can create an opportunity in any crowded space or indeed out of thin air! Open data comes to example as the perfect example.
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Chris Kruppa from Furtwangen University pointed out that though
the last post was informative it did not cover my own experience of setting up an offshore development centre in detail. Thank you Chris. So this post is an addendum to the last two posts detailing my experience of going offshore.
The why! Though the ‘why a software project management consultancy decided to invest in its own offshore development center?’ is a separate series of posts let me touch upon it very briefly here so that you can appreciate where ‘I am coming from’. By 2002 I had worked with over a dozen offshore software service providers in half a dozen locations and had come to the conclusion that there was a gap in the market, an opportunity to do a better job than most if not all!
With my venture at the time I had set my eyes upon an opportunity was about to invest in my very first SAAS product, and the inconsistencies of pure offshore providers was not comforting. It was an easy decision, we could bring a range of products to market faster and more economically had we our own facility and we could tap into the demand for quality software services partners in the UK for third parties as well. And we already had a client base for whom we managed multiple software projects offshore. The need was internally and externally driven with a revenue model from day 1: it was a no brainer.
The model. Once decided that my venture required our own captive offshore development center
somewhere in the world the first area of discussion was the model we would use: that in turn would have a major bearing on the location choice and everything else that followed. From the very start we were not in favor of the predominant model of an onshore sales office that funnels everything offshore and adds little value to the engagement onshore. So the model was to have a number of functions that would be exclusively onshore, some would be duplicated onshore and offshore and the offshore setup from the very beginning would be modeled on ‘how we do things here in the UK’ and not how offshore development centers generally do things. The model was to duplicate business analysis and R&D at both locations, this duplication has yielded some amazing results for us, our clients and end users over the years. Then client, account, program and project management obviously remain onshore and lastly support is also duplicated onshore and offshore: data support is provided onshore and everything other form of support (1st, 2nd and 3rd line) sits offshore. Getting the balance right is key (innovative service design): the mix is tweaked every now and then based on evolving client, project and product requirements: there is no constant in our world! the skill set mix and functions that are exclusive and/or duplicated between the onshore and offshore keep evolving to give our clients and users the best possible service delivery.
Having had the hands on experience of working with a number of locations the critical factors for us were retention rates, wage inflation, ease of working with the local bureaucracy (red tape), tax benefits for setting up a software shop and other inward investment incentives. Yes political and economic stability too were a factor but if you are going to go offshore you have to face it you are heading towards the developing world and there are some luxuries you will not get to enjoy! having said that the United Kingdom and Belgium haven’t been exactly politically stable either lately! a coalition government in one and lack of one in the other… the ongoing financial crisis has exposed western economies more so than the credit prudent developing economies specially of South Asia. So political and economic stability are not a dead cert anywhere in the global village!
Our choice was Islamabad in Pakistan. We opted for Pakistan as a location due to reasonable infrastructure and resource costs, ease of doing business, availability of skill, better retention rates and personal ties in that order. Some interesting facts for you; Pakistan is the second easiest place to do business in South Asia (according to the doing Business Project), Pakistan has more English speakers than, South Africa, Turkey, Singapore or Malaysia and France. There are just over 1200 IT companies operating in Pakistan with a healthy number operated and owned by international companies. Historically there has been strong domestic demand that has helped to mature the nascent industry. Yes there are on the ground challenges but not if you do it properly and export best practices we have learnt and apply in your own economy, then you will be better received than others and will benefit more from the relationship… off shore technical houses in South Asia are not sweat shops, in many instances they have and follow more standards than many companies do in the developed world.
The set up. Setting up in Islamabad in Pakistan was unexpectedly simple and straight forward, The British High Commission, the Pakistan Software Export Board and
the all Pakistan software association (P@SHA) were exceptionally helpful in assisting us with everything from which law firm to engage, company formation, office set up, required registrations, shortlisting equipment suppliers, recruitment and much more: in fact we had the company, our start up team, a temporary office all set up and operational within a fortnight of landing in Islamabad (we had hired four resources a month before we landed as freelancers and then converted their contracts into full time employees). Though this is not meant to be a sales pitch for Pakistan but that is how it turned out for us. There is of course the reality of terrorism and 2004 was no easy year for terrorism anywhere on the third rock let alone Pakistan a front line state in the war on global terror! but other than the inconvenience of road blocks around certain sensitive neighborhoods like the diplomatic enclave and zero point (near the presidency) and the stories across the front page there was little evidence of it interfering with our work or routine. I shall cover Pakistan as an offshore software services location at length in later posts.
Our offshore operation was operational in a fortnight and effective within a month. Our offshore team delivered release 1.0 of our first product within three months of coming online and by the end of our first quarter we had multiple product development, support and R&D teams delivering tangible value to our UK operations. Within our first year we achieved ISO 9001:2000 and within eighteen months ISO 27001. Our ability to retain staff combined with the competence of the local skill pool has meant our support desk has been astounding, proactive and has been instrumental in uptake and user retention: the proof comes from the number of registered users on our own products and on those we manage for our clients: 1,800,000 users and growing daily. In terms of ROI we saw the return on our initial investment delivered within the first year and the rest is history. To date our offshore development center has worked on designing, delivering, maintaining and supporting eight of our own products for the web and multiple mobile platforms, numerous one off projects and over a dozen products for third parties in technologies ranging from .NET, C++, J2EE, Ruby on Rails, PHP, Python and others for web, mobile and digital TV platforms. The offshore arm’s effectiveness has lead to new service development and we now manage a number of teams for third party software companies in the UK and Europe… so the outcome has exceeded our expectations so far! (touch wood!).
The future… Over the years we have developed formidable expertise in a number of languages, platforms and technologies delivering a mix of services from pure builds to
hosting teams and partnering with start-ups on innovative journeys into the unknown! and we plan to continue to do so and more! Currently we have our R&D sights firmly set on Natural interaction using Kinect and PrimeSensor™: preparing for the Cambrian explosion of business applications going beyond the restraints of wired or wireless controllers. Our UK arm has been going strong for over eleven years and our offshore arm for over six years.. the future is bright…. what else can I say… other than stay tuned.
And of course if you have specific questions about going offshore, or mixing the onshore and offshore skills mix to your advantage drop us a line.
So you have decided to explore the ‘outsourcing’ option…great. You have thought through your objectives and decided on the ‘functions’ or ‘domains’ to outsource partially or outright?… great! so what is it that you are looking for?…. ‘a reliable software development partner’ did you say?…. buona fortuna.
Firstly get it in your head… embed it. Your organization is unique, and you must think hard about your best fit provider to gain ‘across the board’ benefits from a technology partner. You need the right ‘tech’ partner for ‘YOU’: a service provider whose skill sets, creativity, desire for success, innovative mindset, attitude, principles and values will complement and enhance your own.
It is not black and white it is a freakin’ rainbow! if you want to get the best out of a team… the team must gel….that’s common sense… for tech outsourcing to succeed your internal team (be it program management team or the in-house development team) and your external provider’s team must work as a single business unit. Though it wont happen overnight you can maximize your success rate by being methodological about your partner selection.
At the start of my career as a technology entrepreneur I too made the most common of mistakes that I now see many companies making and have on occasions been called in to parachute their projects out of trouble for. That is jumping the gun on partner selection! you know what functions, projects and roles you want to outsource and you go full throttle looking for a partner without any consideration to the location model you ought to use. Yup… location, location, location as Kirstie Allsopp keeps reminding us!
Before you think of the partner you need to think what will work best for you: completely onshore? completely offshore? a mix of the two that is called hybrid, right shore, smart shore and a gazillion other things! Each location model has its merits and demerits, some are infinitely better than others but what will work like a charm for one project may not necessarily work the same charm on another. Onshore, near-shore, offshore or a hybrid model? ideally you should not have to choose one or the other, You should have what works best for you: and be able to chop and change as required.
I have a preference for a hybrid model: an onshore and offshore base for me is a must in any software services partner, it mitigates a number of risks automatically from cultural, exchange rate to territorial risks all in one go. How so? Simple… you contract with your selected partner onshore and hence are legally secured in your environment and are not at the mercy of an arbitrator or a court in a far flung land in case the worst does happen.
The most important requirement in my experience is to have the ability to interconnect as many skills and talents as possible and have the support to distribute work or requirements to the right skill sets wherever they may sit in the world. You need to think more along the lines of collaboration rather than making your weakness someone else’s challenge! – which is frequently witnessed in outsourcing projects – it is not about washing your hands clean it is about building a deliverable together.
So the answer to the question: onshore? off shore? near shore? or Hybrid? is ‘Anyshore’ that works best for you! as I said earlier my preference and acceptable risk exposure meant I set up a hybrid operation with onshore and offshore delivery capabilities. And it has worked out really well for my own products, projects and my clients. Using a hybrid model provides the peace of mind of working with a local partner and the benefit of our offshore arm without the risks associated with a pure offshore operation.
An alternative scenario your software service partner may have an onshore presence and facility but you may not make use of it and concentrate on their offshore capabilities. I work with my clients on different models: some clients prefer to exclusively liaise with my onshore team and leave the management of delivery by the offshore teams with the onshore project managers, others who have their own internal project management capabilities choose to manage and liaise with the offshore team themselves. Ideally you need to have a partner that can offer both onshore and off shore or a mix of services best suited to your projects and processes.
So you need to source tech-services… Have you thought through your aims and objectives?
When determining the ‘what’ to outsource (onshore or offshore), did you consider all parts of the value chain that can be done better, more efficiently, more economically, faster, etc. by an external tech partner? Did you consider all models of tech-sourcing from team augmentation to retained resources? How about ‘what’ you need to source-in, what is your forte, high risk or core to your business?
I have a client in the new media sector whose forte is client acquisition, account management and almost everything to do with delivery is sourced-in, it works for some in the same vertical but not so well for others. While working with a start up in Sweden their outsourced service solution was a mixture of onshore team augmentation and off shoring agile testing. For a client in the healthcare sector in the UK my relationship extends from discovery & innovation workshops to finding them tech-service partners to recycle their software products.
The point is every engagement is unique; some need a bespoke service design whilst others need a tailored approach – there is no off the peg approach to tech-sourcing partnerships.
Your organisation is unique, and you need to think long and hard about your best fit provider to gain ‘across the board’ benefits from sourcing in technology services.
You need to find the right partner for YOU: a service provider whose skill sets, creativity, desire for innovation, attitude, passion, principles and values will complement and enhance your own. It is not black and white it is a freakin’ rainbow! if you want to get the best out of a team the team must gel…. for the relationship to succeed your internal teams and your provider’s external teams must work as a single unit regardless of proximity.
Though it wont happen over night you can maximize your success rate by asking yourself ‘What am I sourcing in and why?’.
All or parts of your software development life cycle can be outsourced and executed by a carefully selected third party better, more efficiently, more economically, faster than you depending upon your unique circumstances; your market position, strengths, challenges, strategy, and constraints amongst a multitude of variables.
You and your teams have to determine the ‘what’ and ‘why’ for your business… external consultants like myself can facilitate the discovery process but the discovery has to come from within. And there are tools to help you do so.
On a slight tangent not enough start ups or maturing businesses carry out near enough regular business analysis. You and your teams must assess and re-asses your analysis reports every quarter as a minimum, ideally monthly unless it is deemed an exemption. For your organisation/resources/talents/products/services/ventures/concepts from the bottom up.
You need to be allocating time for regular analysis of your business to keep things in focus and gunning towards your objectives. At Cranfield I learned it’s called ‘working on your business’ and it is one of the best habits I took away from my time there.
It may sound daunting but these are eye opening, surprising and fun exercises! and there are a multitude of tools that can aid this process; a few I religiously use during discovery workshops I run:
SWOT analysis (Strengths, Weaknesses, Opportunities, and Threat) – you must conduct one for all your talent, services, products and a holistic one.
SCORE analysis (Strengths, Challenges, Options, Responses, Effectiveness) – compliments and builds on SWOT rather nicely.
PEST/STEEPLE analysis (Social/Demographic, Technological, Economic, Environmental, Political, Legal, Ethical) – gives you a birds eye view of you in your environment.
Ansoff Matrix assists you to map product/market growth strategically – more insightful when combined with cost-benefit analysis. Never surprises me when I hear a fellow entrepreneur go Ansoff who!? Ansoff is the most under rated yet critical tool for thinking for stat-up entrepreneurs. All I am saying is we ought to use it more often.
Cross Impact Analysis – its strengths is that it forces attention towards “chains of causality: x affects y; y affects z”. Surprisingly eye opening mixed with an away weekend for the team(s) and it works best in the morning session time boxed till lunch with presentations the next morning.).
And if you find the tool is bogging you down keep it simple and adapt the tool for your circumstances, tools and documentation must always follow the ‘Just enough’ agile rule, and this varies from company to company and project to project.
The key is to assess both before and after actions are taken and to routinely revisit the data and keeping your findings updated, tick of and celebrate where objectives and actions have been achieved and address where things could be, were planned to be better. Its all about being data informed not inundated with data!
These exercises will shape your strategy and enable you to identify and assess areas/business/development functions that ought to be outsourced to a specialist who would perform them better, faster and more economically thank you. Leaving you with more time to improve what you are already good at.