Unlike innovating, sticking to operational basics is usually not in the DNA of fast-growing companies. That is why we help emergent software firms with their operational foundations and scaling organizational frameworks together.
Since the great financial crisis, the software industry has experienced a sustainable evolution of above-average growth rates. While this is a favorable situation for many software companies, it is also a challenge for fast-driven firms that lack experienced business architects and managers.
Our approach facilitates the scaling of the organizational and commercial infrastructure, embedding and catalyzing the innovative core of the firm.
Onboarding talent, integrating new hires into advanced development teams, transitioning organizational structures across critical sizes in a firm’s lifecycle, and adapting to increasing compliance and governance requirements are usually not the tasks at the heart of a management team focused on bringing creative ideas to life and inspiring customers.
Communication, hierarchical structures, leadership models, and process and system frameworks change as a firm grows from a small team to a team of one hundred or several thousand. Financing for growth alone is not the answer – that is why fast-growing firms often get stuck or disappear from the market.
As software firms extend business activities, new skills will be required to accomplish new tasks and fill new roles. At the same time, available skill sets must be revisited for reallocation and re- and upskilling. It is an across-the-board exercise getting along with organizational sizing and hierarchical and managerial considerations.
The required level of automation and quality is changing with the scope and scale of portfolios and related delivery and sales throughput. Process maturity and performance are essential to gain and defend competitive advantages. Robust operations supported by appropriate business and operations systems are a must.
Compliance and creativity are not antonyms. While small organizations tend to handle compliance within “line of sight,” expanding regulation around data, finance, and ESG, along with ever-increasing cyber security threats, require firms to put all that on top of the management agenda and people’s awareness. Failing that may cause existential harm to a firm.
Growth not only relies on brilliant ideas and inspiring leaders to convince the markets. In scaling firms, it calls for qualified marketing and sales organizations to propel the business. Acquiring new business through M&A demands people with knowledge of the acquired IP, which often gets lost with an acquisition.