Are you tempted by the possibility of changing your business from your traditional model, to a SaaS (Software as a Service) one? Instead of working on a project basis, or with lengthy sales cycles, one swaps into a model with a forever stream of income. What could be better?

Unfortunately, this type of change is not without some work. Consider the following:

• The machinery of your organization, from marketing, to sales, to finance, to operations are tuned into your legacy model. The operative question will always be how must each of these change in a SaaS business?
• The people and culture in your organization are also tuned into your legacy model. What cultural changes will you need to make to be successful in SaaS? And are the “old” skillsets the same as what will be needed in a new SaaS future?
• There is also a fairly high cost of transition. Does the cashflow from the legacy business support the development of the SAAS product? And the launch of it? Or will new financing be needed?
• Who else is offering a related SaaS product? How are they financed? And do they have any legacy “baggage” that they need to support, or can they disrupt with abandon? While one should never be afraid of competitors, your experience has been fighting your legacy competitors – not new SAAS ones.
• What will happen with the legacy business? Will it be shut down, or possibly sold? Or will it be the “engine” for new SaaS enhancements? Making this decision early is a very focusing activity.

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