A second problem: The company sells the visionary before it has the product. This is a version of the famous vaporware problem, based on preannouncing and premarketing a product that still has significant development hurdles to overcome. At best, the entrepreneurial company secures a few pilot projects, but as schedules continue to slip, the visionary’s position in the organization weakens, and support for the project is eventually withdrawn, despite a lot of customized work, with no usable customer reference gained.
