Mapping Strategic and Action in Developing Disruptive Software Technology: Advanced Case Study Research on How the Firm Crafts Shared Vision
- Publisher:
- Business Perspectives
- Publication Type:
- Journal Article
- Citation:
- Innovative Marketing, 2007, 3 (4), pp. 106 - 136
- Issue Date:
- 2007-01
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| Filename | Description | Size | |||
|---|---|---|---|---|---|
 | 2008001264OK.pdf | 15.92 MB |
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This case study uses two story-telling methods for analysis - an advanced hermeneutic framework and an extended form of decision systems analysis (DSA) incorporating cognitive mapping - to explore the strategic thought in building a software house around a philosophy of "best practice" application development. The paper explores decision-making for turning an ambitious vision (automation of enterprise-based sales and marketing activities) into a focused application (pricing configuration software), and then into a large software house (Trilogy) offering enterprise e-commerce suites. Trilogy's management team's decision-making was heavily influenced by a strong perception that the organization needed to take risks to achieve "critical mass" in anticipation of a convergence of "back-office" and "front-office" applications into one market. The advanced case study also addresses Trilogy's transition of its applications into Internet environments, plus the transformation of the organization from a product-orientation to a strictly industry-based business and application development perspective. Trilogy has not compromised its strict application development philosophies, but has incorporated its fast cycle time (FCT) methods into its industry-focused business divisions - and now actually offers the method as a set of services.
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