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I recognise a bit of Suresh (if that’s his real name) in myself but still agree with Steve’s advice. Suresh and his boss were already talking. “OK I’m on it an

I recognise a bit of Suresh (if that’s his real name) in myself but still agree with Steve’s advice. Suresh and his boss were already talking. “OK I’m on it and I’ll start sounding out some potential customers” would have done quite nicely I think, honour satisfied on both sides.

ksec 5y ago
My gut feeling or guess is that Deep inside, Suresh knew it wouldn't work. Or it would take years and insane amount of effort to get it working in US. Because he knows medical in US is a bag of hurt. So may be telling his boss wasn't about permission, it is about getting the same level of understanding what the heck they are getting into. And setting some level of expectation ( Burning lots of money ). I am also reading his boss is overly excited on the idea. Mostly likely because of some stupid marketing research big number of TAM and potential revenue without thinking much about the consequences. And I have seen far too many of these people in charge of business.
- shoto_io 5y ago
  On your last point: Yes, there is naive excitement around ideas. And it's easy to dismiss it. But then again: What is certain anyway? What would get started if you didn't systematically and naively dismissed risks?
- marcus_holmes 5y ago
  Maybe his boss had already oversold it to the board, and was setting Suresh up as the scapegoat for its failure. Maybe Suresh knew this and was trying to limit the failure so that he has some kind of plausible justification when the shit hits the fan. The interesting bit is what Suresh does if his Customer Discovery process discovers that there's no way this will work in the USA. Does he go back to the boss and tell him that (and what does he do then if the boss insists on going ahead)? Does he re-invent the product for the USA without telling his boss? Does he just resign because he's been put in an impossible position? There's more to this story than this blog post...
  - ksec 5y ago
    >Maybe his boss had already oversold it to the board, and was setting Suresh up as the scapegoat for its failure. That was what I wanted to mention but didn't write it out. Cynicism are not always welcomed. I have been in far too many of these shit. It isn't things cant be done. But you need full trust and autonomy with lots of money. i.e Is the company willing to burn millions? Saying just go and do it is easy without giving them resources and budget. And that is precisely what the CEO should have done. CEO should have sat down and talk him through. Giving him full support. So they both know what they are getting into and they are in it together. This is more common with founders but not CEO or managers. And this happens a lot, I would even call it a norm outside of Tech industry.

ksec 5y ago

My gut feeling or guess is that Deep inside, Suresh knew it wouldn't work. Or it would take years and insane amount of effort to get it working in US. Because he knows medical in US is a bag of hurt. So may be telling his boss wasn't about permission, it is about getting the same level of understanding what the heck they are getting into. And setting some level of expectation ( Burning lots of money ). I am also reading his boss is overly excited on the idea. Mostly likely because of some stupid marketing research big number of TAM and potential revenue without thinking much about the consequences. And I have seen far too many of these people in charge of business.

shoto_io 5y ago
On your last point: Yes, there is naive excitement around ideas. And it's easy to dismiss it. But then again: What is certain anyway? What would get started if you didn't systematically and naively dismissed risks?
marcus_holmes 5y ago
Maybe his boss had already oversold it to the board, and was setting Suresh up as the scapegoat for its failure. Maybe Suresh knew this and was trying to limit the failure so that he has some kind of plausible justification when the shit hits the fan. The interesting bit is what Suresh does if his Customer Discovery process discovers that there's no way this will work in the USA. Does he go back to the boss and tell him that (and what does he do then if the boss insists on going ahead)? Does he re-invent the product for the USA without telling his boss? Does he just resign because he's been put in an impossible position? There's more to this story than this blog post...
- ksec 5y ago
  >Maybe his boss had already oversold it to the board, and was setting Suresh up as the scapegoat for its failure. That was what I wanted to mention but didn't write it out. Cynicism are not always welcomed. I have been in far too many of these shit. It isn't things cant be done. But you need full trust and autonomy with lots of money. i.e Is the company willing to burn millions? Saying just go and do it is easy without giving them resources and budget. And that is precisely what the CEO should have done. CEO should have sat down and talk him through. Giving him full support. So they both know what they are getting into and they are in it together. This is more common with founders but not CEO or managers. And this happens a lot, I would even call it a norm outside of Tech industry.