Case Study: Trilogy Software

Management should clearly explain to employees and potentially clients what strategic decisions Trilogy made to survive the collapse and endure for the coming years. Key executives should host a memorable company-wide survival party at the beginning of every 1st quarter to remind employees that their hard work and dedication allowed the company to live another year—but if they slack off, they might not be celebrating the same time the following year. They should also outline what unique benefits Trilogy has over its failed competitors and how its key values and other elements are advantageous over the company’s surviving competitors. performers, job satisfaction is key to a successful and competitive company.

Personally, after working at Hewlett-Packard (coming from an egalitarian, invention, think out-of-the-box, try anything—and learn from your mistakes attitude) I wouldn’t want to remain in a setting where innovation isn’t valued as much as the bottom line.

Regardless of any negative sentiments the collapse may instill in Trilogy’s employees, management should emphasize the fact that Trilogy has survived the major bubble’s burst. It also may have sparked debate whether Trilogy was as safe as some of its surviving competitors for the coming years. Obviously, when the company’s employees are motivated to increase and improve performance, the company’s offerings will most likely be better, available sooner, and more cost effective than the competition’s. It just means that it will attract a certain type of employee—most likely those that would flourish in such an environment.

The collapse of many internet businesses since 2000 may have instilled a small level of fear that their company could always be next. However, that doesn’t mean that Trilogy can’t be an effective organization.