Currently, much of human activity depends on information systems. The number of software companies has grown considerably, aiming for high demand and high financial returns. Competition standards have changed, from differentiation strategies to low-cost and high-quality strategies. Paradoxically, the need for a mature process based on control and governance started to coexist with the creative ability to innovate continuously in a high dynamic market. To supply software, companies have to incorporate more service components, requiring the definition of a strategic position between innovation and maturity process. Currently, software companies aim to establish long-term partnerships to provide software-based services in which the software product is just one part of the contracted services. This paper investigates the relationship between innovation and maturity, analyzing the results of case studies conducted with two Brazilian software organizations. The first company operates in a specific segment and prioritizes process stability, while the second company aims for general market demands. The study shows that innovation and maturity are necessary and complementary strategies for the software companies operating in turbulent and highly dynamic environments. Collected evidence also suggests that for both companies, internet-based services are promoting a shift in strategy orientation, from efficiency to differentiation.