See things clearly
Elevator pitches are frequently thought to be an art form driven by a flash of creative inspiration that gave you your very own “Jaws in Space” moment, the like of which launched the “Alien” franchise.
Harvard Business School think they are a lot more scientific, which is why they developed their Elevator Pitch Builder. Maybe if we’d had that 10 years ago things might have been a bit more straight forward. As it stood we always struggled with the elevator pitch for OBASHI.
We knew we had something which was useful, really useful – the client at our first job with BP exclaimed that “OBASHI was the missing link in IT.” Granted he may have been overly excited; having just solved a problem they had been struggling with for years, by applying OBASHI, but when you are starting out you grab hold of every bit of encouragement you can.
As we began to speak to more people about OBASHI and about what it can do, we noticed that people were quick to define OBASHI in terms of their background/experience or problems.
This wasn’t a huge surprise as Anaïs Nin had spotted this long before us,
“We don't see things as they are, we see them as we are."
To be fair, this allowed us to engage people initially and helped them see a way forward. However, it left us feeling deflated as we knew OBASHI offered so much more. We realised that the boxes that people were trying to fit us into would end up being a hindrance and limit our growth.
When we met VCs they would ask us what niche we were targeting and many spontaneously combusted on the spot when we replied that,
“We don’t think we are niche because any business whose ability to operate, compete and grow that is underpinned by IT, can perform better by using OBASHI.”
“It doesn’t work like that!” they would scoff.
Whilst taking that advice might have been an easier option it wasn’t the right option. We knew that OBASHI was universally useful and unique and that there was a simple way to get this across to people that allowed us to stick to our principles.
Then after reading the words of Bill Shankly, Football Legend and OBASHI Hero, it all became clear:-
"Football is a simple game based on the giving and taking of passes, of controlling the ball and of making yourself available to receive a pass. It is terribly simple."
We’ll just tell people what OBASHI does. It’s terribly simple.
There are 5 things that OBASHI does really well. Other tools do some of these. None do all of them. Here they are
We summarise these in terms of “business clarity.” If you can see things more clearly you’ll be able to make better decisions. It’s common sense and a business truth that resonates - no matter your position, responsibilities or business category.
However, we recognised that clarity means different things to different people.
When we wrote the OBASHI Methodology manual we worked alongside experts in ITIL, Prince2, MSP and P3O. The first time we rolled out a Business and IT diagram (B&IT) in front of them they all took different things from it relative to their area of expertise. The key thing was that it acted as a common language, which increased shared understanding and allowed them to make better group decisions, quicker.
The broad appeal and applicability of OBASHI is reflected in the range of people who have shown early interest; EAs, Project managers, CEOs, Data Quality managers, CIOs, Programme and portfolio managers, CTOs and ITSM managers to name a few.
Here are some of their initial thoughts of how people want to use OBASHI
That’s what they think! See what you think – try OBASHI Free here.
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