When the pivot is necessary but historical clients resist

And you're trapped between past and future

Do you recognize this situation?

• You know your historical market is dying
• You have a new, more promising offer
• But old clients want you for the old service
• Every resource dedicated to the new takes away from the old (which still pays the bills)
• You're paralyzed between "abandoning those who made you grow" and "pursuing the future"

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The dilemma of incremental pivoting

You clearly see where the market is going.

Your historical service still works, but it's in decline.
You've identified a new, more promising direction.

But you can't make the clean jump:

• Old clients still generate 80% of revenue
• The team is specialized in the old
• Past investments still need to be amortized

And so you remain halfway across:
No longer competitive in the old.
Not yet credible in the new.

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What happens when the pivot is necessary but blocked

On the strategic front:

• Inability to decide: keep or leave the old?
• Resources diluted across two fronts
• Neither done well
• Competition that specializes surpasses you on both

On the economic front:

• Old market margins thinning
• New market investments without returns yet
• Tight cash flow
• Difficulty convincing investors/banks

On the team front:

• Confusion: "Are we A or B?"
• Those good at the old feel threatened
• Those wanting the new get frustrated by slowness
• Turnover in both directions

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Why it happens

The perfect pivot doesn't exist.

You can't turn off the old business and turn on the new overnight.
You have obligations to existing clients.
You have a team to pay.
You have a reputation to protect.

But waiting too long is equally dangerous.
Every year that passes, the old market shrinks.
And the new fills up with competitors.

The perfect moment to jump never arrives.
You must choose: either now with uncertainty, or never.

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The (wrong) path many try

Apparent solution: "Let's do both old and new, double revenue!"

But in reality:

• Insufficient resources to do both well
• Confused brand: "But what do you do?"
• Divided team, not aligned
• Neither business optimized

Result: Two mediocre businesses instead of one strong one.

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The 5-step method:

1. Analysis without illusions of the old business
   → How long can it last? 2 years? 5 years?
   → The margins? Growing or declining?
   → Data-driven decision, not emotional
2. Explicit transition timeline
   → Not "sooner or later"
   → But "by year-end the new will be 30%, in 2 years 70%"
   → Clear plan, communicated
3. Separate management of two businesses
   → Dedicated teams, not mixed
   → Distinct KPIs
   → The new has protected resources, not "if there's time left"
4. Honest communication with legacy clients
   → "We'll continue to serve you, but we'll evolve"
   → Some will be grateful, others will leave
   → It's part of the process
5. Quick wins on the new to create momentum
   → First clients, first success cases
   → Demonstrate it works, don't just promise
   → Internal and external confidence

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What changes after

The transition happens, it doesn't stay blocked.

The old is managed with respect but without illusions.
The new receives adequate attention and resources.
The team knows where the company is going.

And in 2-3 years, you look back and are happy you made the difficult choice when needed.