| | 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
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