I am reading a book called Who Says Elephants Can’t Dance? by Louis Gerstner. It is the story of how he led IBM through their amazing turnaround. There are a number of great insights in the book, but one that really stands out – and is relevant for anyone in business – is how decisions should be made. (Check out my blog entry Yesterday’s War for another great lesson from this book at www.bobbikahler.com, I’d love to hear your feedback!)

In one terrific example, IBM and Gerstner were faced with a situation where they could either immediately phase out a product that was losing them money or they could gradually phase out the product but continue to support it. The second option would cost IBM more money. However, Gerstner, before becoming the CEO of IBM, had also been an executive at American Express where he – and his division – were a customer of IBM. He knew firsthand the frustration customers would feel if the product were suddenly pulled and no longer supported. So he made the decision to gradually phase out and still support the product. He said that he made the decision as "a former customer." In the short term, IBM might have done better with immediate termination of the product; however, they would have lost customers and goodwill.

I loved how he phrased it, though: making decisions as a former customer. If we were all customers of our own products and services, what would we want? What would we love? What would we hate? What would irritate us enough that we would be open to hearing what our competitors have to say? Too often, our competitors don't break in and steal our customers; we open the door to them with our indifference, complacency and, in worst cases, our arrogance.

When making business decisions, are you thinking like your customer?

To Your Success,

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