CEO of Silicon Valley startup to make organizational and product changes for the delivery of new software solutions for Fortune 500 clients. He was wondering how he should structure the company to best meet the requirements of the particular client, as well as positioning the company for future growth. He acted in a short time and is considering options ranging from focusing the entire company on this project throwing his team on several projects. The case raises issues such as the development of a successful business model for a software company, emphasizing the differences between software platforms and software applications, strategies for developing products in a short time, leading the company through the transition, knowing that when it's time to change direction, installation and communicate the new direction amid uncertainty, and judging how much change employees can work at one time.
This case is only available in paper format (HBP do not have the rights to distribute digital content). As a result, a digital copy of an educator if not available through this Web site. "Hide
by Marco Iansiti, Alison Berkley Wagonfeld Source: Harvard Business School 20 pages. Publication Date: July 17, 2003. Prod. #: 604015-HCB-ENG
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