A fellow member of the New Haven Founder group posed an interesting question: how do you transition from being a services company to a product company? If you have an existing customer base that expects you to be building software for them and continuing to support previous projects, how do you make room to build a product and transform the company?
The larger your services company, the harder it is to make this transition. For example, I’ve heard of a case where the management assigned a great team with plenty of resources to build a product – yet they still failed. Why? Because the rest of the company was so used to judging success by short-term revenue, billable hours, that the product was seen as a failure before it even had a chance. It takes time to figure it out and if the opportunity cost is so clear and in everyone’s face constantly, then even despite senior management support, the social pressure can be intense.
While I have not faced this challenge myself directly, I think there are two successful strategies I’ve seen employed:
For a smaller company, you may not face the pressure from other employees, but rather from customers. So, raise prices a lot. You’ll solve your problem quick. Customers will either stop calling on your and you’ll have more time or they will pay more. You may be able to work less and make enough money while you focus on your product development.
For a larger company, you can purchase a product company and hope to keep them separate. Or eventually integrate enough that the product revenue generates services revenue, as well.
What are your thoughts?