Mapping strategic thought and action in developing disruptive software technology : advanced case study research on how the firm crafts shared vision

This case study uses two storytelling methods for analysis ââ"šÂ¬Ã¢â‚¬Å“ an advanced hermeneutic framework and an extended form of decision systems analysis (DSA) incorporating cognitive mapping ââ"šÂ¬Ã¢â‚¬Å“ to explore the strategic thought in building a software house around a philosophy of ââ"šÂ¬Ã…"best practiceââ"šÂ¬Ã‚ application development. The account 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. Trilogyââ"šÂ¬Ã¢"žÂ¢s management teamââ"šÂ¬Ã¢"žÂ¢s decision-making was heavily influenced by a strong perception that the organization needed to take risks to achieve ââ"šÂ¬Ã…"critical massââ"šÂ¬Ã‚ in anticipation of a convergence of ââ"šÂ¬Ã…"back-officeââ"šÂ¬Ã‚ and ââ"šÂ¬Ã…"front-officeââ"šÂ¬Ã‚ applications into one market. The advanced case study also addresses Trilogyââ"šÂ¬Ã¢"žÂ¢s transition of its applications into Internet environments, plus the transformation of the organization from a productorientation 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 ââ"šÂ¬Ã¢â‚¬Å“ and now actually offers the method as a set of services.