The most important singlething is to focus obsessivelyon the customer. Our goal isto be earth’s most customer centric company.
For something thiscomplicated, it’s really hardto design products by focus groups. A lot of times, people don’t know whatthey want until you show it to them.
Choose your customers. Fire the ones that hurt your ability to deliver the right story to the others.
Our point of view is we willsell more if we help peoplemake purchasing decisions.
A lot of people in our industry haven’t had very diverse experiences. So theydon’t have enough dots to connect, and they end up with very linear solutions without a broad perspective on the problem. The broader one’s understanding of the human experience, the better design we will have.
We now accept the fact thatlearning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
That’s been one of my mantras — focus and simplicity. Simple can be harder than complex: You have towork hard to get your thinking cleanto make it simple. But it’s worth it inthe end because once you get there, you can move mountains.
An organization’s ability to learn and translate thatlearning into action rapidly is the ultimate competitive advantage.
You can’t connect the dots looking forward; you can only connect themlooking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.
About Dr. SchoultzDr. Schoultz has thirty five years of businessdevelopment, marketing, technology, andbusiness operations experience.He served as VP / President of DistributionTechnologies, a company he helped to found andgrow to a 700 M + / year market leader.Dr. Schoultz Ph. D. is from the University ofVirginia.
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