Storyboard.
CASC:::.DEScene 1: corporate scene.
Looking back on it, when we first started the company, I can see that
the original vision for Cascade was actually kind of fuzzy.
We'd come from backgrounds in the corporate world, where we'd seen
people's daily struggles to find meaning in their work
We'd also seen how woefully inadequate the software solutions were at the time to
solve this problem - with clunky old HR software being as close as.
most companies ever got to implementing a system to link goals to
strategyScene 2.lauching the first version.
The first version of Cascade ended up being little more than a
modern(ish) corporate goal management tool. Some of the more
open-minded HR departments liked and implemented it, and a few
smaller companies liked the idea of moving from no structure at all to
at least some form of goal-based management.
We launched a simple performance management module, as
well as some functionality to manage role descriptions and career
progression, But the truth is that our hearts were never really in to
make Cascade into another |HR software, and so we never fully
committed to taking the software in this direction.Scene 3. Strategy.
As an alternative, we started to lean into the ‘strategy’ space more and
more. We published hugely popular blog posts on topics like 'How to
write a vision statement’ and started to attract a reasonably large
community of business professionals who were passionate about
strategic planning and execution.
We were also very popular with consultants as our software took the
concepts that have been around in strategic planning for years,
and turned them into a platform that a broader audience could relate to.Scene 4 & 5. Rocket
The ‘strategy’ phase of our company brought a huge amount of growth
and product awareness. Despite being completely bootstrapped, we
managed to grow the company to $4m in revenue and achieve the top
ranking on software review sites in the Strategic Planning Software!
category.
We also had quite a few reasonably large enterprise deployments
behind us, where Fortune 500 companies, governments and other
large entities had deployed Cascade (some more successfully than
others) to hundreds or thousands of people and were using it to drive
a level of cohesive strategic reporting that most of them were happy
with.Scene 6. Control center issues.
But there were issues. We always felt that getting these larger clients
to a point where they actually ‘launched’ the tool to their workforce
was taking way longer than it should. So long that in some cases, our
primary contacts at the company would leave (or be forced out) before
the platform had even been used very much. In almost all of these
cases, those companies would churn, and as a team, we'd be left to rue
what could-have-been if only we'd deployed a few months earlier.
There was also the level of Customer Success that these accounts
required to maintain engagement in the platform. Our Customer
Success Managers were constantly finding themselves in a position
where the companies were asking for their advice on the actual
content of the strategy. Companies were concerned that launching
their strategy was a one-shot-opportunity and that they'd rather delay |
the launch than to launch something imperfect.