Recently, we were working with a large global enterprise that told us that it had 8 different teams engaged with the same startup.
And it didn’t even know until the startup clued it into this.
Beyond looking confused and disorganized, there was also:
The time it wasted separately doing evaluations and diligence on this startup.
The risk it was striking worse deals with the startup because the right hand didn’t know what the left hand was doing. In reality, it wasn’t completely aware of the value it was bringing to the startup.
While this was a particularly egregious case of a lack of knowledge sharing and information silos, it happens regularly in large enterprises.
Most of the time, it’s 3 separate groups talking to the same company. This is equally bad.
It is almost never intentional but is a function of a lack of systems to capture this type of knowledge.
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