NYU professor Thomas Nagel is most well known for his 1974 essay “What is it Like to Be a Bat?” That is an exciting read for anyone, but especially for people in consulting and sales/marketing, who are always trained to think from the perspective of our target audience. That is the reason, that we can frequently see our own sales organization negotiating sometimes on what our product/solution should do, and sometimes on what we should charge for it. That is also the reason that we make sales.
To be able to think like your customer is an important skill for anyone to have – whether we consider a nurse delivering a flu vaccination to a child, or a hotel cleaner preparing the room for the arrival of a guest, or a solutions architect preparing to deliver a piece of software.
So then, what does a CEO or a CIO at a carrier organization think about?
Well, there are always tactical decisions to make. This is typically the “how” of the business. Things such as vendor selection, team structure, review of operations, etc. Most of the CEO’s team is charged with owning, planning and executing those tactical, repeating decisions.