Guessing is not a strategy: How to build decision velocity with AI and real-time data
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Four Dimensions of Global Projects
Tommy Wyntore stuck his head in Guye Fawxes' office and said, "Let's find out whether we are going global or not…Tom Purcy wants to see us all in his office in 15 minutes."
Fawxes knew what Wyntore was talking about. As the Senior Manager of Software Development for G-Powdered Plotting Software, Inc. (GPPS), Guye Fawxes was intimately involved in the high-level discussion going on within his company to get software products quicker to market and to reduce the overall development investments.
A small developer of software intensive systems, GPPS had been slowly extending its business internationally. Started a few years ago, GPPS spent its initial years establishing market presence locally and then nationally. After building a name for quality software products it decided to market them internationally. This decision invited stiff competition from Stuart House of Software, Inc., an enterprise created by James King I by merging three software companies from England, Ireland and Scotland. A strong believer of business absolutism, King didn't like the international foray of GPPS challenging the domination of Stuart House. So he decided to mount a counter-attack, and the management of GPPS started to feel the heat.
Within a short period of time, King had amassed strong competitive advantages by effectively using international resources. He was able to address the business issues …
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