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Organizational Practice
Everyone acknowledges that, as a standard rule of practice,
companies should align their organization to
coincide with their corporate strategy; however the
software vendors have to master this with superior
agility due to the rapid and structural changes
continually affecting their market. Senior executives
should therefore develop organizational skills to:
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Define and implement
the organizational adjustments required
by their strategic moves, i.e.: release of new
product, setup of additional distribution channels,
market expansion, M&A operations, etc.
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Manage change successfully
and ensure a strong ability to execute within
the company, to minimize the inevitable organizational
de-focus and related negative impacts, and ensure
the target organization can soon operate at the
expected performance level.
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Overview of Frequently-Faced Organizational Issues
The examples below illustrate typical organizational
issues in which Tioga Venture has successfully engaged:
Organizational Performance
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Client Situation
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Related Organizational
Issues
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Our financials
are not aligned with industry standards,
but we don't know whether it results from
an organizational or an operational problem.
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What is the organization's
current quantitative (such as G&A
vs. total employees) and qualitative
performance (such as employee satisfaction
or reasons for attrition) ?
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What are the
best practices in the sector? To
what extent are they applicable?
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If it is an organizational
issue, what would be the roadmap?
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Organizational Alignment
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Client Situation
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Related Organizational
Issues
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We have defined
a new corporate strategy.
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What is the impact
on the organization?
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How to set
challenging yet achievable goals related
to the new strategy?
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We changed
focus from tools to applications, and
some sales reps who were highly successful
at achieving or surpassing their quota in
the past are less successful today.
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How to make the
current sales force successful? Is
it a lack of training, leadership or hiring?
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Should the sales
organization be restructured?
Is the pre-sales organization effective?
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How to structure
the use of consultants along the
sales process to optimize revenue?
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We launched a
new solution targeted to the SME
market while our strength and expertise
has been selling into large accounts.
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What is the impact
on the sales and delivery organizations?
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Is it relevant
to setup a specific sales force for
the SME market? If yes, how to organize
it?
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Is the service
organization adequately structured and
trained to address the SME market??
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Organizational Scaling
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Client Situation
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Related Organizational
Issues
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We are thinking
about scaling our operations by leveraging
a network of alliances.
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What sort of
an alliance organization to implement?
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Should the alliance
organization be structured within
the sales organization, services organization,
channels or marketing divisions, or independent?
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We have decided
to extend our target market to other
regions.
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From which office
should the new market be served? A dedicated
local office?
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How to structure
a scalable organization, which can grow
with the business in the new market?
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More generally,
what structure of organization should
be adopted: primarily functional, country-based,
verticalized, productized, etc. or a combination
of these?
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Post-Merger Management
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Client Situation
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Related Organizational
Issues
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To reach our
growth objectives, we plan to acquire
a company offering a complementary product..
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What is the target
organization? What is the roadmap
to get there?
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How to minimize
operational inefficiency to ensure FY
revenue objectives are met?
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