Driving New Market Growth at a Software Company

A successful software company faced declining sales in its core business - mobile application frameworks for corporate IT departments. To fuel growth, it wanted to tap the market for handheld solutions in physical security, but struggled to find an effective way to really build that business. Leadership of the firm was clear that they had the technical prowess to succeed, but they were falling short on executing critical deals.

Needed a more focused effort
Our discovery indicated that company was attacking the new market aggressively, but on too many fronts at once, spreading resources too thin. Executives had different opinions about which strategic path was best and, as a result, were pursuing three of them simultaneously instead of resolving the issue. It was clear that in order to gain traction, senior leaders needed to find a way to make tough decisions and focus the company's energy.

What we did:

• Designed and delivered a series of facilitated planning sessions to help them clarify priorities and a plan of attack.
• Got unresolved issues out into the open and out of the way of the much needed strategic dialogue.
• Helped them take several options off the table so they could focus on the ones that could provide the greatest impact.
• Provided direct support to the product and business development teams as they executed the new plans.
• Coached and developed senior team and individual leaders in one-on-one and group meetings
  

A successful shift
Within a year, the firm had established a strong foothold in the commercial security market putting them in a solid position to capitalize on government contracts - which they were able to do 18 months later.