Historically, traditional management consulting practices—most of which were established in the previous century to serve Fortune 500 corporations—have been analysis “heavy” and recommendation “light.” Too often these approaches, while rigorously pursued, look at the world via the rearview mirror. The analysis typically consists of what has happened rather than what is happening now, or more importantly, what should happen. Such approaches may adequately serve low or slow growth categories and enterprises. But management teams in high growth, high risk ventures—defining characteristics of technology markets—too often lament that such engagements did not address adequately two fundamental questions: “So what?” and “Now what?”

We understand.

As former operating executives, we participated in our fair share of these initiatives. Our collective experiences led us to believe that a better alternative to such approaches - one that acknowledged the particular dynamics of the world’s most volatile category - was not only appropriate but could be highly valued by clients. Now more than ever before high tech organizations value answers to questions such as “Are we in the right product category?” “What should my organization be focused on to meet and exceed customer expectations?” “Are we positioned in the market for lasting advantage?” “Are our brands still as relevant in a rapid evolving market?” And “Does my sales force know what and how to sell?” The Chasm Group strives to answer questions such as these in order to provide our clients insights and counsel as to what to do next, rather than comment on the past and what should have been done.