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 ? 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 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. 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 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 ? and now actually offers the method as a set of services.