Transformed

CHAPTER 38Objections from the CEO and Board

Note: Much of this discussion is informed by chapter 26, “Partnering with Executives.”

“As CEO, I meet with customers, investors, board members, analysts, and other company executives every day. How would I not be the appropriate person to decide what the product teams should deliver?”

“I am the one responsible for the revenue, so shouldn't I be the one to define the product roadmap for delivering that revenue?”

There is no question that as CEO, your activities put you in a very strong position to drive product. In fact, in most startups, the CEO or one of the other cofounders is usually also the head of product, and this is why.

That said, innovation at scale is dependent on empowered teams, as customers, investors, board members, analysts, and other company executives generally don't know what is just now possible. So, the scalable solution is to push these decisions down to the relevant product team.

But it's also true that some companies never manage to transition to the product model because the CEO does not want to let go.

As long as things continue to go well, that may be for the best. But in most cases, the CEO is forced by the limited hours in the day to decide between running the product or running the company.

“I am trying to run a business. I need to know what will be released, and when it will happen.”

Yes, there's no question that as CEO you will need detailed, timely data on the progress of the major product work. ...