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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

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.