1. A
B
C
VS
3 KEY TOPICS
THE SITUATION
THE
CHALLENGE
THE OUTCOME
A start-up developed a software engine that helped larger companies outsource
their core processes to improve performance.
The software company was achieving great results and operating a performance-
related pay scheme. They had just received their B-growth funding, wanted to
scale internationally and then sell the business in 5 years.
The company needed to adjust constantly to meet client demands. It was changing its offering from licensing to
‘software as a service’. As they were managing vital processes they faced liability issues and needed to provide
extensive safety measures and guarantees. So they hired more senior advisors, who would better understand the
risks, and ended up deploying them more internationally than expected. The company was also setting up local
subsidiaries in order to drive sales in key markets.
In the first 6 months of the programme, growth slowed down. It was the employees who took matters in
their own hands, establishing standards and growing their understanding of the business whilst
ensuring the spirit and ethos of the company were being cultivated. Consultants were only
brought in for expert areas (e.g. legal, HR) and all departments strengthened before
accelerating international growth using those winning formulas, which were also
developed in-house and by the employees themselves.
“The growing
responsibilities are
quite scary because
they are out of my
control.”
“We need to truly
understand what is
working, what isn't and
continuously improve.”
We carried out a Pathfinder DNA Check to provide all employees with a clear
illustration of how the company had developed, a common terminology and a
shared understanding of the 5-year roadmap.
Professional Liabilities
International Employee Mobility
Global Business Governance
www.Pathfinder.Management | +44 207 9932980 | Pathfinder@GPiOnline.com
“Most companies
bring in external experts and hire specialists with
corporate experience. I believe this can jeopardise
who you are and why you do what you do. Ensuring
everybody understands where you are, what the roadmap
looks like and being able to have an open and informed
discussion drives ownership and shared responsibilities.
This has a positive impact on the bottom line.”
Bernard H, CFO
DNA Makeup: Outset DNA Makeup: 2 years later
We assisted employees in identifying key
topics. We defined ‘Communities of
Practice’ (CoP) and initiatives were
facilitated via workshops from the inside
out. We ensured high levels of transparency
and constant exchanges between groups.