Industry: Software Development
The Situation:
Growth results but below what the CEO felt they should be.
Internal disruption between mathematicians (production) and sales/marketing (revenue).
Beta deadlines missed, software launches missed, sales promises missed, buggy software delivered, customer complaints
The Intervention:
Team-building retreat focused on generating understanding between production and sales of respective strengths and interdependence
Strategy mapping and core values created, and staff trained and included in ongoing strategic execution including values audits
Metrics from strategy built, taught and used to manage personnel, compensation and production/sales
Revisit of long-term vision with partner team to reassess strategic direction, gain feedback on strategy and progress
Results:
Measurable increase in on-time software delivery
Measurable and sustained reduction in customer complaints, and ensuring reallocation of human resources away from customer complaints to revenue production
Completed acquisition of competitor
Reevaluation of long-term partner intentions underway
