I spy a wealth of old-fashioned sales thinking behind this question. Short-term thinking about completing a project. And making another sale. Step back a second.
To sell effectively you have to get to know the people you are selling to. Understand their needs and the way their business thinks. The dynamic between decision makers, influencers and blockers. How they judge ROI, TCO, Risk and Opportunity. Building that intelligence and those relationships is invaluable.
BPM isn’t about making a sale. It is about building a partnership for continuous improvement.
So if you have done things right you have…
1. Made friends with all the key people in the company and understood their aims and methodologies.
2. Neutralised the real objections and made a dent in the false ones, isolating the objectors.
3. Dismantled user resistance and suspicion of something new.
4. Given people the levers to continue making a difference themselves through data-driven continuous change (embedding you in everyone's minds as a path to success).
5. Tapped into the company and individual metrics and milestones.
6. Understood the end-to-end process (of which your pilot is just a part)
You have hopefully trained quite a number of people in process thinking. Set up a whole network of evangelists within the company.
In their minds (and internal presentations) they are dismantling the silos, moving on from project mentality into continuous change, building intelligence for data-driven improvement and driving collaboration.
Last but not least, you’ve seen where the pain lies and opportunities exist. Where you can make a big difference quickly and where you run the risk of getting mired in complexity. You know enough to create a compelling roadmap.
If you’ve been working on building a partnership, then your problem should be managing the requests, prioritising and co-ordinating the momentum. Top company people should be proposing new areas you could work on, magicking up budgets from nowhere and cosying up to you as the person likely to create their success for them.
If, of course, you’ve treated this as a sale and a project, then you’ve probably been mired in deliverables, budget and time overruns and promise v delivery gaps. You’ve probably failed on at least one count, giving those who want you out all the ammunition they need. You’re just another supplier who doesn't keep his promises. Oh dear.