A trail of disastrous decisions since the joining of the four companies in 2012:
MISGUIDED PRIORITIES: From the beginning, the primary emphasis and focus have been on integrating SalesForce throughout the company, combining the HR and Accounting functions throughout, and forcing four separate entities to quickly fit themselves into one mold. Similarly, every sales person has been instructed to sell every product, with the assumption that the mere fact that we now offer more products (and more salespeople, notwithstanding the fact that they are so much more fragmented) will somehow cause a first-year 50% increase in sales revenue. Result: Unmet expectations due to highly unrealistic forecasts, disgruntled employees, neglect of key areas of the business in favor of things which do not add value.
THE DEATH OF CUSTOMER SERVICE: A shift away from the former philosophy of setting up clients to be partners for life, towards one of two extremes - either the new one-size-fits-all stick-to-the-script "project management" approach, or the uber-expensive consulting option, which clients cannot afford. A focus on pushing clients through the assembly line and quickly washing our hands of them when we're done, congratulating ourselves on the fact that we've "delivered" what they paid for, irrespective of whether they ever actually end up using the products or not. Result: Clients will decide that it's too hard to get the products off the ground, and ultimately will not renew their licenses. Two years from now, NG leadership will realize this and start to take measures to change it, but it will be too little, too late.
