The Difference between Start-Up

Charles David Snyder of Rocky River, a Cleveland suburb, graduated cum laude from Ohio University with a bachelor of business administration. Since 2015, he has led LongReach Advisors as chairman and CEO, providing consulting services to help technology firms increase their efficiency and grow revenue. C. David Snyder maintains a professional interest in the enterprise software business.

A December 2020 Forbes article discusses the fundamental differences in how a start-up company and a seasoned corporation approach software development. Start-up owners spend an average of 14 hours a day on their business, according to a 2018 survey conducted by MetLife and the US Chamber of Commerce. Typically, younger -- and more tech-savvy -- start-up owners utilize primarily cloud-based services that can be quickly shifted and adapted as needs change.

Established corporations largely rely on more mature systems and interior infrastructures, but in enterprise software development, business continuity and stability are essential, as is a high-quality development process and an experienced IT specialist. Start-ups tend to be more concerned with determining and finding their market, obtaining funding, and scaling, which means software development moves down the priority list.

DXC Technology Expands Partnership

A Cleveland, Ohio-area executive with more than 30 years of leadership experience in technology and finance, Charles David Snyder serves as chairman and CEO of LongReach Advisors. In this role, C. David Snyder helps technology companies expand revenue sources through a variety of measures and strategies. LongReach clients include CSC and DXC Technology.

Focusing on IT modernization, DXC Technology helps organizations achieve improved business outcomes by implementing mission-critical systems. It shares a strategic partnership with Microsoft and, this past December, announced an expansion of that agreement to help businesses address modern challenges, namely regarding the security of remote working solutions. To that end, its DXC MyWorkStyle, co-developed with Microsoft and featuring machine learning and AI capabilities and technology, will provide employees with a contemporary workplace experience that can be accessed securely at any time and on any device.

The platform will be supported by Microsoft's range of services, which includes Power Platform, Dynamics 365, and Microsoft 365. DXC already manages in excess of 8.2 million Microsoft Office 365 and Teams seats, and this enhanced partnership will help enterprises add value to their respective workplaces. 

Managing Organization Changes and Transitions in Ways that Take Hold

An established presence in the Cleveland, Ohio, technology-consulting sphere, Charles David “C. David” Snyder established LongReach Advisors and Realogic Solutions. In addition to acumen in market strategies and technology consulting, Charles David Snyder is experienced in workforce sourcing and strategies. Managing business changes and transitions is among the key aspects at play with workforce strategies.

When guiding an organization through any type of transition, it is paramount to take time to identify potential challenges. This can entail a quantitative process or rely more on knowledge of the specific market and workforce dynamics that are impacting the bottom line. Whatever the case, any concerns should be defined in a way that stress accuracy and accountability and outline concrete steps for improving the situation.

Rather than simply adopting a top-down approach, a dynamic and motivating way to accomplish effective change is to seek out employee input and develop a comprehensive understanding of team perspectives. Only after attaining transition-process buy-in at all levels can a successful transformation effort be undertaken. Helping all staff and personnel accept change helps mitigate possible disruptions to workflow dynamics that have already been established. In addition, leaders must account for hierarchies and interpersonal connections that might exert resistance, which can become problematic if the approach does not emphasize employee inclusion in decision-making.

While involving every organizational level in the transformation process is important, leadership must also be unified and ensure that all personnel are working together and in the same direction. Finding a balance between setting rules and expectations and encouraging the creative thinking that effective change requires is a critical ingredient for a successfully-executed transition initiative.