We have worked with strategy, and even industry consultants. Our margins are already tight, so working with a development firm would be a luxury for us. When organizations are newly-formed, it is common for the founders to invest all of their resources into the technology, operations, administrative and sales efforts needed to take their product to market. The strength of the entrepreneur's commitment, ideas and personality provide the guiding force for the organization. As the organization grows and matures, it becomes more difficult to maintain the agility and to steer the organization where it needs to go in order to remain competitive.
Strategy is clear and sound, but execution is lacking.
What's worse, there is little or no accountability, even at the senior level. Turf battles at the senior levels are causing major initiatives to fail efforts are duplicated, fall between the cracks or outright sabotaged. Change initiatives do not get off the ground. The acquisition made last year did not return anywhere near the projected earnings. Key people left, customers left, staff morale is low and the warfare between individuals from the two organizations is pulling focus off the business even more.