The Platform Owner's Guidebook - The un-Audio book.

Have you ever wanted to read my book, The Platform Owner's Guidebook, and thought, I just can't find the time, and I really wish Shane had recorded an audiobook? Well, if you did think that, unfortunately, this isn't the audiobook. But it's probably the next best thing. Now, as you know, I like technology, so I've been tinkering around with stuff.

And right now, Google has a beta product that's called Notebook, and it gives you the ability to summarize content from multiple sources, and generate a, I guess, a conversational style review of that content. And so what you're about to hear is two people that I'm calling Bonnie and Clyde reviewing the Platform Owner's Guidebook. It goes for about 20 minutes and they've dived into all the key themes in there. And frankly, it did a pretty good job.

So can't wait to share that with you. It's not an audio book, but it's the closest thing you're going to get. Thanks for listening. Let's face it.

dealing with enterprise software like CRMs and ERPs can feel like you're navigating a maze blindfolded, especially if you're a business owner, not a tech expert, you know. Oh, absolutely. But imagine having a roadmap, a guide who's been there, done that, and has the battle scars to prove it. Right.

Someone who can translate the tech jargon into plain English. Exactly. And that's where Shane Williams and his book, The Platform Owner's Guidebook, How Industry Experts Unlock Value from Enterprise Software, come in. I love that book.

It's like having a seasoned veteran in your corner. It really is. He doesn't sugarcoat things either. He tells it like it is.

Totally. Like that analogy he uses comparing a platform owner to a ship's captain. Ah, the ship captain analogy. So good.

For any business owner, it just clicks, right? You're charting unknown waters, making tough calls with limited resources. Exactly. You've got storms to weather, a crew to manage.

And you can't just throw a bunch of fancy tech at the problem and hope for the best. Which is where building your internal A-team comes in, right? That's one of Shane's biggest points. Right.

You need a skilled crew, people who are invested in the journey. And he stresses, starting on that from day one, don't wait until you're in over your head. Absolutely. It's about taking ownership, not just outsourcing everything to the software vendor.

100%. But it's also about acknowledging that even the most experienced captains hit rough seas sometimes. Oh, for sure. And that's where understanding your company culture becomes so crucial, wouldn't you say?

Absolutely. Shane argues that implementing a new system will inevitably shake things up, for better or worse. He does. And he has this fascinating story about IBM's black team back in the 60s, this group of like maverick software testers.

They were notorious for breaking code. Oh, yeah. I remember that story. They're like the rebels pushing the engineers to up their game.

Exactly. And it's a great analogy for what business owners need to do during implementation. Create that subculture that embraces the change, that sees the new system as a tool for growth, not a threat. I like how you put that a tool for growth, not a threat.

Because it shouldn't feel like you're forcing this massive change on everyone. It's about getting them excited. Right. Making them want to use the new system.

Exactly. Otherwise, you end up with, well, Shane tells this funny story about an executive who brought his CRM user manual to a sales meeting. Oh, no. You're kidding.

He thought the manual was the system. He did. Talk about being unprepared. It just goes to show adoption is about more than just training, right?

Right. It's about demonstrating the value, making the system so intuitive and valuable that people actually prefer it. Exactly. It's like, would you rather use a clunky old GPS unit or Google Maps on your phone?

Hands down, Google Maps. Yeah. So much easier. Exactly.

And that's the difference a well-implemented system can make. But Shane's point is executives need to lead by example. They can't just talk the talk. They have to walk the walk.

They have to be the one saying, hey, this new system, it's awesome. Look what it can do. Yes. And actually using it themselves, which brings us to another crucial aspect about the technical side of things.

And I know that can be intimidating for some business owners. It's where a lot of us start to feel out of our depth. Right. And that's where, again, Shane's book really shines.

He demystifies the jargon, gives you a practical framework for making those make or break decisions early on. OK, so give us a taste. What kind of decisions are we talking about here? Well, he talks about these irreversible decisions choices you make early on that can really come back to bite you if you're not careful.

Irreversible decisions. That sounds ominous. Give me an example. Well, take your data model, for instance, how you're going to structure all that customer information.

You mess that up early on. Oof. Yeah, that's not an easy fix later down the line. Exactly.

So it pays to think it through up front. Or even better, bring in some expert guidance. So you're saying it's worth investing in an expert, even if it's just to validate those crucial early decisions. It like hiring an architect before you start building your dream house You want to make sure the foundation is solid right Makes sense So we talked about culture leadership and these irreversible decisions Anything else we should keep in mind as we navigate this whole platform ownership thing?

Well, this is where Shane really emphasizes that implementation. It's a marathon, not a sprint. Okay. So pace yourself.

Don't burn out the team before you even get started. Exactly. And that goes back to building that A team because having that internal capability, it's not just about the initial launch. Right.

You need people who can keep things running smoothly long after the consultants have packed up and gone home. Precisely. And it's way more cost effective in the long run than constantly relying on expensive vendor support. Music to any business owner's ears.

So we're assembling our team, pacing ourselves, anything else we should have on our radar during this implementation marathon. This is where Shane gets into this really interesting idea of purpose-driven implementation. It's about defining not just where you're going with this new system, but the why behind it all. So it's not just about checking boxes, getting the system up and running just for the sake of it.

There's a bigger picture here. Exactly. And Shane argues that this why, this purpose, it's what keeps everyone motivated, especially when you hit those inevitable roadblocks. Because let's be real, there are always going to be some bumps along the way.

So how do you actually go about defining that purpose? Where do you even start? Well, Shane believes purpose is found where your vision and values intersect. What do you want to achieve with this platform, and how does that tie into your company's core values?

I love that. It's about making sure your tech investments aren't just some shiny object. They need to be in sync with your overall business goals and your company culture. Exactly.

It's a business transformation project as much as it is a tech project. Absolutely. And Shane actually provides some really great questions and exercises in his book to help you define that purpose. And speaking of getting everyone on board, this is where Shane talks about zero-based capacity planning, which I think can be a game changer, especially for business owners who, let's face it, are used to doing more with less.

Okay, zero-based capacity planning. It sounds a little intimidating, I'm not going to lie. Break it down for me. What does that actually mean?

It's actually pretty straightforward. It's about like hitting the reset button on how you view your team's capacity instead of just assuming you'll squeeze this new system implementation on top of everything else, you know. Right. Like trying to cram one more thing into an already overflowing suitcase.

Exactly. You start from zero, a clean slate, and you allocate resources based on what's truly essential for this project to succeed. So it's about being brutally honest about your team's bandwidth, making sure you're not setting everyone up for burnout by overcommitting. That's it.

And Shane provides a really practical framework for doing this. You know, like start by identifying all the tasks involved in implementation. Then you assign a time estimate to each task. OK, so you're creating a realistic timeline, breaking down the project into manageable chunks.

Exactly. And this is key. You involve the people who will actually be doing the work, right? Oh, for sure.

Yeah, because they're the ones on the front lines, they know how long things actually take. 100%. And that way you can spot any potential bottlenecks early on. You can adjust your plan accordingly.

It's about being proactive, not reactive. I like that. Exactly. And here's the best part.

Zero base capacity planning. It's not just good for your team's sanity. It's also incredibly powerful for demonstrating value to stakeholders and securing funding. Oh, tell me more about that.

I love a good funding strategy. Think about it. When you can clearly articulate how much capacity this implementation needs, you're not just coming to the table with a wish list. You're like, this is what it's going to take to be successful.

It's like you're shifting the conversation from this is how much it's going to cost to this is the value we're going to create and this is what we need to make it happen. Exactly. And Shane shares some great tips in the book for building those, you know, those really compelling business cases, even for those projects that might not have like a direct immediate revenue impact. Which can be tough, especially with these foundational systems.

They're essential, but not always easy to tie directly to the bottom line. Exactly. But that doesn't mean they're not valuable. It's just about like framing that value in a way that clicks with the decision makers.

Show them the ROI, right, the return on investment, even if it's not immediate. Exactly. Okay, so we've got our purpose locked in. We've got a handle on our capacity.

What else do we need to make this implementation journey a success? Give us the secret sauce. What else do you need to know? Well, this is where Shane talks about the power of your network, both inside and outside your organization.

So it's about tapping into your mentors, other business owners who have walked this path, industry peers. Exactly. Because chances are you're not the first person to face these like implementation challenges, right? Right Someone out there has already learned these lessons the hard way Exactly And Shane a big believer in learning from the mistakes of others rather than your own if you can help it It like that old saying experience is the best teacher but it also the most expensive A hundred percent.

So why not leverage the experiences of those who have already been there? So how do we actually go about doing that? How do you tap into this network effectively? Well, Shane talks about joining industry groups, going to conferences, even just like reaching out to people on LinkedIn.

LinkedIn. Who knew? Seriously. Don't be afraid to ask for help.

People are usually much more willing to share their experiences than you might think. Especially when it comes to something as universal as like CRM or ERP implementation. Right. We've all been there.

We've all felt the pain. Right. We can all bond over that shared experience. Visery loves company, as they say.

Ah, exactly. Yeah. But Shane also talks about the importance of building relationships internally within your own organization especially with those who you know might be a little resistant to change okay yeah because there are always a few folks who are like why are we changing things again the old way work just fine of course of course but a lot of times that resistance it comes from fear of the unknown right oh absolutely yeah change is scary especially when it comes to technology right so Shane suggests like involving those stakeholders early on getting their input you know addressing their concerns up front so it's about bringing them along on the journey, making them feel heard, making them part of the solution.

Precisely. And Shane has some really great strategies in the book for having those, you know, sometimes difficult conversations and actually turning skeptics into champions. Turning skeptics into champions. I love that.

Okay. So we're building relationships. We're managing resistance. It sounds like this platform ownership thing.

It's way more than just like technical expertise. You're getting it. It's about leadership. It's about communication.

It's about, you know, a good dose of empathy. It's about people skills. Yes, exactly. And that brings us to one of Shane's most, I think, intriguing concepts, dogfooding.

Dogfooding. Okay, you've officially lost me. What in the world is dogfooding when it comes to CRM or ERP? It's actually a term that comes from like the software development world.

And it basically means using your own product or service internally before you release it to the public. Oh, okay. So it's like, if you're not willing to eat your own cooking, why should anyone else? Exactly.

And Shane argues that this principle, it should apply to, you know, platform implementation as well. So the team that's actually implementing this system, they should be the first ones using it. Yes, 100%. And there are several reasons for this.

First of all, it helps you to, you know, catch any issues, any bugs early on before they become major headaches for, you know, the whole company. So it's like having a built-in quality assurance team. Exactly. Second, it forces your team to really understand the system from a user's perspective.

They're not just building it in a vacuum, you know? Right. They're experiencing the same frustrations, the same aha moments that their colleagues will experience later on. Exactly.

And then third, and I think this is really important, it sends a powerful message to the rest of the organization that you believe in the system, like you're willing to put your money where your mouth is. It's about that leadership by example thing again, right? showing that this new system, it's not just another flavor of the month. Exactly.

This is the way to go. Okay. This is all great stuff. I feel like you've given us so much to think about already.

But I'm curious, we've talked a lot about the challenges, the potential pitfalls. What about the rewards? What does success actually look like on this platform ownership journey? Ah, now you're talking.

And that, my friend, is where things get really interesting. So we've talked about building our A-team, defining our purpose, even dogfooding our way to success. But what happens after that initial push? Where do we go from there?

What does it look like to really nail this whole platform ownership thing long term? Well, that's where Shane's platform maturity model comes in. He lays out these four distinct levels. And it's kind of like, you know, climbing a mountain.

You've got to conquer each level before you reach the summit. Okay, I'm intrigued. Lay it on me. What are these four levels?

So level one is all about like solidifying your foundation. He called it rationalize. You've gone through the initial, you know, push of implementation. Now it's about stabilizing the system, making sure it's really integrated into your workflows, making sure everyone's comfortable using it.

So it's about moving from that initial like, oh, my gosh, we just launched this thing, chaos, into a more like controlled rhythmic state. Precisely. And this is where having that strong internal A team that we talked about, it really pays off because they're the ones who are going to drive this rationalization process. You know, troubleshooting issues, refining processes, making sure the system is really delivering on its promises.

Like the steady hand at the helm, making sure the ship's sailing smoothly. Exactly. And once you've like, you know, reached that steady state, you're ready for level two. Realize Realize Okay I like the sound of that Tell me more What involved in realize So this is where you start to move beyond just like managing a system right You actually using it to drive real business value So you're not just keeping the lights on.

You're actually like, you know, illuminating the path forward. Yes, exactly. You're coming to the table with proactive solutions. You're the one identifying opportunities for innovation.

You're helping your organization truly unlock the power of this platform. So you're moving from like order taker to trusted advisor. Yes, 100 percent. Shane talks about, you know, giving stakeholders what they don't know they need.

Right. They might come to you with a specific request, but you're able to like see the bigger picture and say, hey, have you thought about this? You become a strategic partner. Exactly.

He gives this great example in the book, this company in the health care industry. So they initially implemented a CRM system to just like, you know, manage patient records, basic stuff. But then one of their team members, they had this aha moment. They realized they could use the system's data analytics capabilities to identify patients who are at a high risk of missing appointments.

Wow. That's incredible. They turned a simple CRM into a tool for actually like improving patient care. Exactly.

And that's the power of realize, right? Thinking outside the box, understanding the full potential of what you've built. OK, you sold me. Realize is where it's at.

Yeah. But there's more, right? There's a level three. There is.

And this is where things get really, really interesting. So level three is Amplify. And it's essentially about graduating from like platform owner to, wait for it, enterprise architect. Ooh, enterprise architect.

That sounds important. I like it. But I'm not going to lie. I don't totally know what that means.

Break it down for me. What does an enterprise architect actually do? So it's like you're not just thinking about your one system in isolation anymore. You're thinking about how all the different systems within your organization, they all connect and work together.

So it's about breaking down those silos, making sure that your CRM system is talking to your marketing automation platform, which is talking to your. Exactly. Your streamlining process is creating a seamless technology ecosystem for your entire organization. So you're like the architect literally designing the blueprint for how all these different pieces fit together.

Yes, exactly. And Shane, he gives a really practical framework for approaching this whole enterprise architecture thing. It starts with like defining your guiding principles. You know, what are your non-negotiables when it comes to things like security, scalability, user experience?

So it's like this is how we do things around here when it comes to technology. Precisely. And then figuring out how you weave those principles into like the very fabric of your technology ecosystem. Okay, so we're thinking big picture, but at the same time, we don't want to get bored down in like these massive multi-year planning cycles, right?

Been there, done that. It's not pretty. Exactly. You don't want analysis paralysis, right?

So it's about finding that balance between thinking strategically, but then also being able to like execute quickly, iteratively. Love it. Okay, so we've got rationalize, we've got realize, we've got amplify. What's left?

What's the summit of this platform ownership mountain? Well, this is where things get, I think, really inspiring. So level four is what Shane calls becoming missionaries. Becoming missionaries.

OK, that sounds intriguing, but I have to admit I'm drawing a blank. What does it mean to be a missionary in the world of like CRM and ERP? It's about sharing your knowledge, sharing your passion, your expertise with the wider community. You become like an evangelist for this whole platform ownership thing.

So you're mentoring others. You're speaking at conferences. You're writing articles. You're basically shouting from the rooftops about like the power of platform ownership to transform businesses.

Exactly. And Shane, he argues that, you know, not only does this benefit the community, but it also like it does wonders for your team's brand. Oh, absolutely. It attracts top talent.

It positions you as a thought leader in your industry. Exactly. Because people, they want to work with those who are seen as, you know, pushing the boundary. Innovators, the trailblazers.

Exactly. And that's really what Shane's book is all about, you know, empowering you to become not just a platform owner, but a leader, someone who can drive meaningful change, both within your organization and for the community as a whole. He's given us so much to think about today. And if you're listening to this and you're like, OK, I need this book in my life, I don't blame you.

Make sure you check out the Platform Owner's Guidebook, How Industry Experts Unlock Value from Enterprise Software by Shane Williams. It's a game changer, folks. Seriously. It really is.

It's packed with practical advice, real world examples, even a few laughs along the way. You'll enjoy it. And for those of you who are already on this platform ownership journey, we want to hear from you. What resonated with you the most from our deep dive today?

What's one actionable step you're going to take this week to, like, level up your platform game? Head over to our social media channels and share your thoughts. We'd love to keep this conversation going. But until next time, happy platforming, everybody.