In 2008, I left Best Buy. I had been there for six years, and before that had been with a small business. So I just assumed that every company was obsessed with their customers!
Yes, I was naïve. I still am.
From there, I joined a new company. And I learned there were other approaches to running a business.
This was a division of a Fortune 100 company that was growing at an incredible rate. We had the highest market share, and we were growing at 25%. So the organization felt like they had everything going right. They were so confident that their new strategy was to become a $1 billion business.
Missing the Point
Those who have read Good to Great probably know where this is going.
When I joined the company, I was amazed to discover that nobody in marketing or product development had ever met a client! Their sales came because the parent company sold the products. The parent company had the relationships – so our product teams were comfortable sitting in their offices making up strategy PowerPoints. Read more