The company has struggled to adapt to changing market conditions. Pricing remains significantly above competitors, yet sales quotas continue to be based on historical pricing assumptions. Asking sales teams to deliver the same revenue targets while deals require substantially deeper discounts is unrealistic and creates unnecessary turnover.
Product strategy also lacks focus. Rather than investing in making core products best-in-class, the company continues introducing new offerings before existing products have reached the level of maturity customers expect. This has resulted in a broad portfolio that often feels like a jack of all trades but master of none.
The organization tends to be reactive instead of proactive. Market changes are addressed after competitors have already moved, making it difficult to establish a clear competitive advantage.
Frequent reorganizations have become the norm, creating uncertainty and resulting in talented colleagues losing their jobs. Instead of solving underlying strategic issues, the reorganizations often feel like short-term responses that disrupt employees and customers alike.
